Effects of goals and feedback on performance in groups.

In the first study, 26 undergraduate pairs and 52 individuals worked on a perceptual speed task for 20 min to win prizes based on performance. The pairs set group goals and individual goals to be attained, whereas the individuals set only individual goals. Despite the equal levels of individual goals set, goal acceptance and performance were significantly higher for the pairs than for the individuals. A stepwise hierarchical regression analysis supported the contributions of goal acceptance and group goals to performance. In the second study, 50 undergraduate pairs were assigned a goal to be attained as teams on a perceptual speed task lasting 15 min. Group and individual task feedback, given after 7? min of work, significantly improved performance only for those subjects who were below target for either group or individual feedback, yielding interaction effects on performance. The implications of the findings for group goal setting, social loafing, and organizational effectiveness are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Goal setting and task performance: 1969–1980.

Results from a review of laboratory and field studies on the effects of goal setting on performance show that in 90% of the studies, specific and challenging goals led to higher performance than easy goals, "do your best" goals, or no goals. Goals affect performance by directing attention, mobilizing effort, increasing persistence, and motivating strategy development. Goal setting is most likely to improve task performance when the goals are specific and sufficiently challenging, Ss have sufficient ability (and ability differences are controlled), feedback is provided to show progress in relation to the goal, rewards such as money are given for goal attainment, the experimenter or manager is supportive, and assigned goals are accepted by the individual. No reliable individual differences have emerged in goal-setting studies, probably because the goals were typically assigned rather than self-set. Need for achievement and self-esteem may be the most promising individual difference variables. (3? p ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The effects of goal setting and group size on performance in a social dilemma.

Examined the effect of self-set personal and assigned group goal setting on an individual's behavior in 3- and 7-person groups confronted with a social dilemma. 274 Ss earned between $1.82 and $4.94 by investing money in either a personal account or a group account. Self-set personal goals that were compatible with an assigned group goal led to higher group performance than self-set incompatibly high ("greedy") personal goals. Collective-efficacy in making money, outcome expectancies that cooperation with others leads to the attainment of the group's goal, and group goal commitment correlated positively with group performance. Ss in 7-person groups (N?=?28) were less cooperative than those in 3-person groups (N?=?26). Ss in 7-person groups had lower collective-efficacy, lower outcome expectancies, and lower commitment to the group goal than did Ss in 3-person groups. Furthermore, individual performance in 7-person groups was significantly lower than individual performance in 3-person groups. A social dilemma appears to be a boundary condition for the normally positive effect of group goal setting on group performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Interacting effects of goal setting and self- or other-referenced feedback on children's development of self-efficacy and cognitive skill within the Taiwanese classroom.

Eighty-four fourth-grade Taiwanese children were randomly assigned to 1 of 4 treatment groups: goal setting with self-referenced feedback, goal setting with social-referenced feedback, self-referenced feedback only, and social-referenced feedback only. Students then participated in a regular classroom unit of instruction on fractions. Children in the self-referenced groups demonstrated significantly higher fraction skill and self-efficacy than did children in the social-referenced groups; goal setting had no effect. There was a deterioration of social-referenced students' willingness to perform the task over multiple sessions, with this group setting significantly lower goals over time. In addition, a significant correlation between students' mastery and performance goal orientation scores was obtained, suggesting a cultural influence on performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Importance of participative goal setting and anticipated rewards on goal difficulty and job performance.

In Study 1, 76 engineers/scientists either participated in the setting of, or were assigned, specific behavioral goals during their performance appraisal. Participative goal setting resulted in more difficult goals being set than was the case when the goals were assigned. Perceptions of goal difficulty, however, were not significantly different in the 2 goal-setting conditions. In Study 2, the analysis of the performance data collected 6 mo later on 132 engineers/scientists revealed main effects for both goal setting and anticipated rewards. Only participative goal setting led to significantly higher performance than a "do your best" and a control group condition. There was no significant difference between the performance of the latter 2 conditions despite the fact that the individuals in the do-your-best group received knowledge of results. (20 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Memory and Goal Setting: The Response of Older and Younger Adults to Positive and Objective Feedback.

Earlier research suggested that goal setting for memory does not have the same advantages for older adults as for younger adults. Using ideal goal-setting conditions with individualized goals, the authors compared goals plus positive feedback, goals plus objective feedback, and control. Performance increased over trials and was higher for both goal conditions than for control. The positive feedback condition showed the highest goal commitment and motivation. Older adults showed strong performance gains and more motivation and goal commitment than the young. The results showed that older adults can benefit from goal setting under optimal learning and feedback conditions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of dominance and sex on leader selection in dyadic work groups.

E. I. Megargee (1969) found that high-dominant females, as assessed by the California Personality Inventory Dominance scale, did not assert leadership over low-dominant males. In the present study, 378 undergraduates were paired into dyads with 1 high- and 1 low-dominant S. In the no-feedback condition, Ss received no feedback concerning task competence. In the feedback condition, the Ss who did not usually emerge as leader in Megargee's study were given feedback that they had performed better than did their partner on a pretest. Megargee's results were replicated in the no-feedback condition except in the high-dominant female/low-dominant male group, where significantly more females became leader than in Megargee's study. Feedback of better performance increased the S's likelihood of being leader. Feedback of poorer performance reduced the S's initial desire to be leader, but feedback of better performance did not affect the initial preferences. (14 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of assigned versus participatively set goals, knowledge of results, and individual differences on employee behavior when goal difficulty is held constant.

In Exp I, 60 female clerical workers were randomly assigned to participative, assigned, and "do best" goal conditions on a clerical test. Specific goals led to higher performance than did the "do best" goals. With goal difficulty held constant, there was no significant difference between the assigned and participative conditions on performance or goal acceptance. Goal attainment, however, was higher in the assigned condition than it was in the participative condition. No main or interaction effects were found for knowledge of results (KR) or for individual difference measures with performance or goal acceptance. However, high self-esteem Ss who received KR attained their goals more often than did Ss with low self-esteem when the goals were participatively set. Exp II was conducted with 28 employees from the same sample in a performance-appraisal setting over an 8-mo period. Assigned goals resulted in higher performance and greater goal acceptance than participatively set goals. There was a positive linear relationship between goal difficulty and performance in the participative condition only. (10 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Individual and group goals when workers are interdependent: Effects on task strategies and performance.

The effects of four different goal setting conditions on the performance of subjects working on an interdependent task were examined. The results indicated that an individual goal condition performed worst when compared with a no specific goal condition, a group goal condition, and an individual plus group goal condition. Questionnaire items assessed feelings of cooperation, competition, and reported task strategies. Behavioral measures also reflected the strategies used. The analyses suggested that task strategies mediated the relationship between goal setting and performance. More specifically, people in the individual goal condition tended to be more competitive and less cooperative than those in the other three conditions. These results are discussed in light of the current research on the effects of goal setting on task strategy development. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Erratum to Latham, Mitchell, and Dossett.

Reports an error in the original article by Gary P. Latham, Terence R. Mitchell, and Dennis L. Dossett (Journal of Applied Psychology, 1978, Vol. 63, No. 2, pp. 163-171). In Table 1 of the article, the mean for assigned goal setting and public recognition is incorrect. The corrected mean is given. (The following abstract of this article originally appeared in record 1979-02470-001.) In Study 1, 76 engineers/scientists either participated in the setting of, or were assigned, specific behavioral goals during their performance appraisal. Participative goal setting resulted in more difficult goals being set than was the case when the goals were assigned. Perceptions of goal difficulty, however, were not significantly different in the 2 goal-setting conditions. In Study 2, the analysis of the performance data collected 6 mo later on 132 engineers/scientists revealed main effects for both goal setting and anticipated rewards. Only participative goal setting led to significantly higher performance than a "do your best" and a control group condition. There was no significant difference between the performance of the latter 2 conditions despite the fact that the individuals in the do-your-best group received knowledge of results. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Using client feedback in psychotherapy training: An analysis of its influence on supervision and counselor self-efficacy.

Tracking client outcome and the therapeutic relationship across treatment (i.e., client feedback) has become a recommended practice for clinicians. This study investigated whether the utility of this practice would extend to trainees if the data gained from clients was provided to their supervisor for use within supervision. Trainees (N = 28) were assigned to a continuous feedback condition or no-feedback condition for 1 academic year. Results indicated that trainees in both conditions demonstrated better client outcomes at the end of their practicum training than at the beginning, but those in the feedback condition improved more. However, those in the feedback condition did not rate the supervisory alliance or satisfaction with the supervision process differently. The relationship between counselor self-efficacy and outcome was stronger for trainees in the feedback condition than for those in the no-feedback condition, perhaps indicating that feedback may facilitate a more accurate assessment of one’s skills. Implications of how counseling self-efficacy, the supervisory alliance, and satisfaction with supervision are related to effective supervision are addressed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of task-goal attributes in employee performance.

Many studies have demonstrated the relatively successful performance implications of formalized goal-setting programs in organizations. However, these findings typically do not identify the specific factors behind such techniques that are largely responsible for their success. Toward this end, research relating to 6 factor analytically derived attributes of employees' task goals is reviewed to ascertain which attributes are more consistently related to performance. The 6 task-goal attributes are goal specificity, participation in goal setting, feedback, peer competition, goal difficulty, and goal acceptance. Although goal specificity and goal acceptance were found to be most consistently related to performance, several intervening variables emerged that tended to affect significantly the impact of certain attributes on performance. Findings are discussed within a motivational framework. It is argued, based on the data, that performance under goal-setting conditions is a function of at least 3 important variables: the nature of the task goals, additional situational-environmental factors, and individual differences. (3 p ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Goal Regulation Across Time: The Effects of Feedback and Affect.

This research focused on the processes individuals use to regulate their goals across time. Two studies examined goal regulation following task performance with 6 samples of participants in a series of 8-trial task performance experiments. The experiments involved: (a) 3 task types, (b) 2 goal types, and (c) actual or manipulated performance feedback referring to the focal participant's own performance or to the participant's performance compared with others' performance. Applying multilevel methods, the authors examined (a) how performance feedback influences subsequent goals within individuals across both negative and positive performance feedback ranges, and (b) the mediating role of affect in explaining the relationship between feedback and subsequent goal setting. Results showed that participants adjusted their goals downwardly following negative feedback and created positive goal-performance discrepancies by raising their goals following positive feedback. In each sample, affect mediated substantial proportions of the feedback-goals relationship within individuals. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Joint effect of feedback and goal setting on performance: A field study of residential energy conservation.

The facilitating motivational effect of feedback on performance has been attributed by some to difficult goals set in response to feedback. The present experiment attributes this effect to the presence of both a difficult goal and feedback about performance in relation to that goal. 80 families were asked to set a goal to reduce their residential electricity consumption for several weeks during the summer, half of them by 20% (a difficult goal) and half by 2% (an easy goal). Within each of these groups, half of the families were given feedback 3 times/wk about their consumption. 20 more families served as a control group. As predicted, the 20%-feedback group conserved the most (13.0–25.1%) and was the only one that consumed significantly less electricity than the control. It is concluded that improved performance was a result of the joint effect of feedback and goal setting. The implications of the present research for a national residential conservation strategy are discussed. (20 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The reciprocal effects of science on practice: Insights from the practice and science of goal setting.

The hypothesis of this paper is that the science and practice of psychology are interdependent. Science drives practice which drives science. The science and practice of 25 years of programmatic research on goal setting theory in industrial-organizational psychology (I/O) is used in support of this hypothesis. I/O research on goal setting includes findings that (1) high goals lead to higher performance; (2) there is a linear relationship between goal difficulty and performance; (3) variables such as feedback, participative decision making, and competition affect performance to the extent that they lead to the setting of and commitment to high goals; and (4) mediators of goal setting are motivational and cognitive, with other variables mediating the effects of goals on performance in I/O settings. Scientists, practitioners, and scientist–practitioners alike are encouraged to work in unison in order to advance psychology for all. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Expectancy theory prediction of the goal theory postulate, "The harder the goals, the higher the performance."

Goal theory postulates that harder goals lead to higher performance than do easier goals. The present study tested the prediction, based on expectancy valence theory, that this would be true only if the payoff for succeeding at the harder goal is sufficiently greater than the alternatives to compensate for its greater difficulty. 63 undergraduates were each given an easy and a hard task/goal, requiring the comparison of paired sets of 3-digit numbers. Expectancy theory measures for the 2 goals were obtained from Ss. Performance was higher for the hard goal than for the easy goal, supporting the goal theory postulate. Force was also higher for the hard goal than for the easy goal. In addition, force change across the 2 goals was associated with performance change, supporting the conclusion that expectancy valence theory can predict the goal theory postulate. The valence of goal attainment was higher for the hard goal than for the easy goal. Valence change across the 2 goals was associated with performance change to a greater degree than was expectancy change, suggesting that the attained performance difference can be attributed to the valence difference. (10 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The effect of goal setting on group performance: A meta-analysis.

Updating and extending the work of O'Leary-Kelly, Martocchio, and Frink (1994), with this meta-analysis on goal setting and group performance we show that specific difficult goals yield considerably higher group performance compared with nonspecific goals (d = 0.80 ± 0.35, k = 23 effect sizes). Moderately difficult and easy goals were also associated with performance benefits relative to nonspecific goals, but these effects were smaller. The overall effect size for all group goals was d = 0.56 ± 0.19 (k = 49). Unexpectedly, task interdependence, task complexity, and participation did not moderate the effect of group goals. Our inventory of multilevel goals in interdependent groups indicated that the effect of individual goals in groups on group performance was contingent upon the focus of the goal: “Egocentric” individual goals, aimed at maximizing individual performance, yielded a particularly negative group-performance effect (d = –1.75 ± 0.60, k = 6), whereas “groupcentric” goals, aimed at maximizing the individual contribution to the group's performance, showed a positive effect (d = 1.20 ± 1.03, k = 4). These findings demonstrate that group goals have a robust effect on group performance. Individual goals can also promote group performance but should be used with caution in interdependent groups. Future research might explore the role of multilevel goals for group performance in more detail. The striking lack of recent field studies in organizational settings that emerged from our brief review of trends in group goal-setting research should be taken into account when designing future studies in this domain. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Bonuses, goals, and instrumentality effects.

Three experimental studies showed that bonuses based on end-of-period determinations of standards led to the setting of more challenging goals but lower performance than a control condition in which bonuses were based on the achievement of self-set goals. Performance differences between the bonus and control conditions were not mediated by levels of self-set goals or goal commitment as predicted by goal theory. However, self-set goals and self-efficacy were significant predictors of performance within both the bonus and control conditions. Changes in performance under the end-of-period bonus condition in Study 3 were fully mediated by judgments of instrumentality. Participants in the end-of-period bonus condition were less certain of receiving a bonus, and this negatively affected their performance. Implications for the use of appraisal ratings to allocate bonuses and for the design of bonus schemes for management are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Positive Reactions to Working in Groups in a Study of Group and Individual Goal Decision Making.

The authors explored group members' positive reactions to working in groups that performed a card-sorting task for which they set goals. They also tested predictions regarding observed differences between the goal decisions of groups and individuals for their own and others' performance. Consistent with predictions, group members had more goal commitment, more positive attitudes toward goal attainment, and greater satisfaction with their performance than individuals. Moreover, groups chose goals that were less difficult than the goals of individuals both for their own and for others' performance. The ways in which group decision processes and other factors may account for differences in group and individual goal decisions are considered. In addition, the social-emotional and task-related benefits members perceive of working in their groups are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of task difficulty, goal setting, and strategy on performance of a heuristic task.

Investigated the relative contribution of goal setting and task difficulty to performance on a heuristic computer task with 128 undergraduates who attempted to solve either easy or difficult maze puzzles. Each S was assigned either an easy, moderate, or difficult goal or told to do his/her best. One month prior to the experiment, Ss responded to the Neuroticism scale of the Eysenck Personality Inventory to collect data on arousal. Data were also collected on acceptance, commitment, task complexity, and performance. Results show that both goals and task difficulty affected task performance, arousal, and perceptions of task complexity. A linear, rather than curvilinear, relationship was found between task arousal and performance. Contrary to prior research by G. A. Bassett (see record 1980-33518-001), results also show that, when the task was difficult, the setting of a difficult goal led to significantly lower performance. The decrease in performance in the difficult goal condition was attributed to the variation in performance strategy employed by these Ss as opposed to other Ss. It is argued that the setting of difficult goals may not be an effective motivational strategy when a heuristic, rather than algorithmic, solution is needed. (40 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)