Goal Setting Theory (Janssen, P & De Jonge, J & Bakker, A, 2003), states that goal setting theory is the theory more supported in the area of ​​motivation. The theory developed by (Locke, 1968) states that the basic premise of goal theory is that goals play an important role in determining behavior. According to (Locke, E. A & Latham, G. P, 2002), goal setting theory describes the importance of working towards a goal. Furthermore, the theory states that when goals to be achieved are set at a higher level, employees are motivated to perform better and put in maximum effort. Furthermore, a problem with the theory is that the level of difficulty may have a negative correlation with motivation. if the individual has many different goals to work towards. According to (Brown, S.P. Jones, E. & Leigh, T.W., 2005) overload moderated performance related to goal effects only when overload was low. While difficult goals increase motivation, they can't be too hard or too easy. This would make them seem impossible or too easy to achieve and would instead decrease motivation. Based on hundreds of studies, the main finding of goal setting is that individuals who are given specific, difficult, but achievable goals perform better than those who are given easy, nonspecific goals. , or no goal. Achieving the goal can bring satisfaction and additional motivation, or frustration and less motivation if the goal is not achieved. (Moorhead, G & Griffin, R, 2004) According to (Locke, AE & Latham, GP, 2006), feelings of success in the workplace occur to the extent that people see themselves as capable of growing and coping with work challenges by pursuing and achieving goals that are important and meaningful. Employees must have sufficient skills, abilities, effectiveness of goals. However, according to (Ramsey, R, D, 2008) when deadlines are unrealistic, too tight and cannot be met, employees become frustrated, give up or resort to cheating and motivation decreases. Despite the benefits of goal setting, there are some limitations of the goal setting process even in the banking sector (Locke, E. A & Latham, G. P, 2002). First, combining goals with monetary rewards motivates managers to set easy rather than difficult goals. Second, goal setting focuses bank employees on a narrow subset of measurable performance indicators, ignoring aspects of job performance that are difficult to measure. The saying “What gets measured is what gets done” is widely applicable in the banking industry. Third, setting performance goals is effective in established jobs, but may not be effective when organizational members are learning new, complex work..