Goal congruence in project teams: Does the fit between members' personal mastery and performance goals matter?

Research on team goals rarely considers the impact of congruence in perceptions of personal goals of self versus other members. In this study of 324 members of 64 short-term project teams, polynomial regression analysis was used to explore how congruence in personal and perceived team mastery and performance goals affected individual outcomes. Results indicated that congruence in perceived performance goals elicited greater individual satisfaction and contributions, regardless of goal strength (i.e., high or low personal performance goals). Conversely, perceived team mastery goals had a greater effect on individual outcomes than did perceived congruence in self- other mastery goals. Congruent self-actual team goals showed weaker but similar relationships to individual outcomes, but contrary to hypotheses, this effect was not mediated by congruence in perceived self-other goals. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Feedback and the rationing of time and effort among competing tasks.

The study described here tested a model of how characteristics of the feedback environment influence the allocation of resources (time and effort) among competing tasks. Results demonstrated that performers invest more resources on tasks for which higher quality (more timely and more specific) feedback is available; this effect was partially mediated by task salience and task expectancies. Feedback timing and feedback specificity demonstrated both main and interaction effects on resource allocations. Results also demonstrated that performers do better on tasks for which higher quality feedback is available; this effect was mediated by resources allocated to tasks. The practical and theoretical implications of the role of the feedback environment in managing performance are discussed. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Something’s got to give: The effects of dual-goal difficulty, goal progress, and expectancies on resource allocation.

The current study developed and tested a model of the interplay among goal difficulty, goal progress, and expectancy over time in influencing resource allocation toward competing demands. The results provided broad support for the theoretical model. As predicted, dual-goal expectancy—the perceived likelihood of meeting both goals in competition—played a central role, moderating the relationship between relative goal progress and resource allocation. Dual-goal difficulty was also found to exert an important influence on multiple-goal self-regulation. Although it did not influence total productivity across both tasks combined, it did combine with other model components to influence the relative emphasis of one task over another. These results suggest that the cumulative demands placed by multiple difficult goals may exceed individuals’ perceived capabilities and may lead to partial or total abandonment of 1 goal to ensure attainment of the other. The model helps shed light on some of the conflicting theoretical propositions and empirical results obtained in prior work. Implications for theory and research regarding multiple-goal self-regulation are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Self-efficacy and resource allocation: Support for a nonmonotonic, discontinuous model.

Self-regulation theories are paving the way to integrating motivational theories of behavior. However, a review of the motivation literature reveals several possible relationships between self-efficacy and motivation. Past findings were reduced to 4 empirical models, which were compared within a single study using undergraduates playing a computer task. The effects of 2 manipulations of self-efficacy on resource allocation decisions were assessed. Consistent with a multiple goal process conceptualization, self-efficacy was found to relate positively to directing resources toward a goal but negatively to the magnitude of resources allocated for accepted goals. Differences in methods are used to reconcile current and past findings. (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)     

Attributions of the "causes" of group performance as an alternative explanation of the relationship between organizational citizenship behavior and organizational performance.

The purpose of this study was to examine the possibility that feedback regarding team performance may influence team members' reports of organizational citizenship behaviors. 95 teams of business students (N=412) participated in a labor-scheduling simulation over a local area network. Teams were provided with false negative, false positive, or neutral feedback regarding their performance. Results support the hypothesis that the perception of 2 forms of organizational citizenship behavior (helping behavior and civic virtue) in work groups may, in part, be a function of the nature of the performance feedback that group members receive. However, negative feedback appears to play a more critical role than positive feedback in this attributional process. Possible reasons for these findings, as well as their implications, are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Effect of Feedback Sign on Task Performance Depends on Self-Concept Discrepancies.

Control theories claim that information about performance is often used by multiple goal systems. A proposition tested here was that performance information can create discrepancies in self-concept goals, directing cognitive resources away from the task goal system. To manipulate performance information, 160 undergraduates were given false positive or false negative normative feedback while working on a task that did or did not require substantial cognitive resources. Half of the participants were then given an opportunity to reaffirm their self-concepts following feedback, whereas half were not. Feedback sign positively related to performance only for those working on the cognitively intense task and not given a chance to reaffirm. Otherwise, feedback sign was negatively related to performance, albeit weakly. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A formal, computational theory of multiple-goal pursuit: Integrating goal-choice and goal-striving processes.

Understanding the processes involved when pursuing multiple goals over time is a central question for motivational theorists. A dynamic, computational model integrating theories of goal striving and goal choice is presented to account for data emerging from Schmidt and DeShon's (2007) multiple-goal-pursuit protocol. The simulated results match the results reported in their study, including the finding that relative discrepancy from the goals positively predicted resource allocation early on but negatively predicted it toward the end of the session. Variance in parameters in the model also accounted for individual differences found in the data. Discussion focuses on the theoretical contribution of formally integrating elements of self-regulation theories, further empirical work needed to test the model, and further theoretical work needed to continue the integration process exemplified here. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Goal Interdependence and Applying Abilities for Team In-Role and Extra-Role Performance in China.

Teams can provide structures for applying diverse abilities to solve problems. This study suggests that cooperative, in contrast to competitive and independent, goals promote team members' applying their abilities for mutual benefit, which in turn facilitates team performance. Two hundred employees in 100 work teams in China completed measures of their team's cooperative, competitive, and independent goals and their applying abilities; 100 managers indicated the teams' in-role and extra-role (organizational citizenship behavior) performance. Structural equation analysis suggested that cooperative but not competitive or independent goals promote applying abilities, which in turn results in team performance. These results, coupled with previous research, were interpreted as suggesting that cooperative goals and applying abilities are complementary foundations for effective teamwork. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Harming high performers: A social comparison perspective on interpersonal harming in work teams.

This study developed a multilevel model of the interpersonal harming behavior associated with social comparison processes in work teams. We tested this model using temporally lagged data from a sample of student teams (Study 1) and cross-sectional data from a sample of work teams in a telecommunication services company (Study 2). In both studies, social relations analyses revealed that in teams with less cooperative goals, comparison to a higher performing team member was positively associated with interpersonal harming behavior, but only when expectations of future performance similarity to that member were low. The interactive relationship of social comparison and expected future performance similarity with interpersonal harming was buffered, however, in teams with more cooperative goals. (PsycINFO Database Record (c) 2011 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)     

Addressees of performance goals.

As performance goals aim to both procure acknowledgment of one's abilities and to avoid revealing a lack of one's abilities, the authors hypothesized that students hold specific performance goals for different addressees and that there are specific correlational patterns with other motivational constructs. They analyzed a data set of 2,675 pupils (1,248 boys and 1,426 girls) attending Grades 8 and 9 (mean age=15.0, SD=0.97). The students completed a questionnaire consisting of 12 items measuring performance approach goals and 12 items measuring performance avoidance goals. In each subset, 4 groups of addressees were differentiated: parents, teachers, peers, and the acting individual him/herself. Additionally, several external criteria were measured. The authors concurrently tested theory-driven, structural equation models. Incorporating all 24 items, the best-fitting model was a multitrait-multimethod model, which posited 2 factors for approach and avoidance goals and 4 addressee factors. While performance goals addressing parents showed relationships to maladaptive motivational and learning patterns, performance goals addressing classmates and self showed relationships to adaptive motivational and learning patterns. The relationships between performance goals addressing teachers and external criteria were rather weak and unsystematic. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The effects of different social feedback conditions upon performance in dyadic teams.

27 pairs of Ss working as dyadic teams were given 50 trials on a simple knobturning task with one of 6 combinations of feedback conditions. Response measures consisted of individual response accuracy, team accuracy, and response differentiation between team members. Significant differences between feedback conditions on each of the measures was obtained. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The effect of negative feedback on tension and subsequent performance: The main and interactive effects of goal content and conscientiousness.

The purpose of this experiment was to examine the interplay of goal content, conscientiousness, and tension on performance following negative feedback. Undergraduate students were assigned either a learning or performance goal and then were provided with false feedback indicating very poor performance on the task they performed. After assessing tension, participants performed the task again with the same learning or performance goal. A mediated moderation model was tested, and results were supportive of our hypotheses. Specifically, individuals assigned a learning goal experienced less tension and performed better following negative feedback than individuals assigned a performance goal. Individuals high in conscientiousness experienced greater tension than individuals low in conscientiousness. Conscientiousness and goal content interacted in relating to both tension and performance, with tension as a mediator, such that high conscientiousness amplified the detrimental effect of a performance goal on tension following negative feedback leading to lower performance. High conscientiousness facilitated performance for participants with a learning goal. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Does self-regulation require cognitive resources? Evaluation of resource allocation models of goal setting.

The resource allocation model of goal setting (R. Kanfer & P. L. Ackerman, 1989) maintains that self-regulation initiated through goal setting requires attentional resources that could be more productively applied to skill acquisition and complex task performance. The current study questioned this hypothesis because attentional resources had not been directly manipulated or measured in studies supporting the model. Thus, alternative explanations that are based on other complex task goal-setting models cannot be excluded. As a direct test of the resource allocation hypothesis, dual task methodology was used to measure the attentional resource requirements of self-regulation. Even at the limits of human information processing, participants who were assigned difficult, specific goals performed at least as well on the secondary task as did individuals with do-your-best goals. These findings suggest that self-regulation does not necessarily require attentional resources. Implications for theory and practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A Multilevel Examination of the Relationships Among Training Outcomes, Mediating Regulatory Processes, and Adaptive Performance.

This study examined whether cognitive, affective-motivational, and behavioral training outcomes relate to posttraining regulatory processes and adaptive performance similarly at the individual and team levels of analysis. Longitudinal data were collected from 156 individuals composing 78 teams who were trained on and then performed a simulated flight task. Results showed that posttraining regulation processes related similarly to adaptive performance across levels. Also, regulation processes fully mediated the influences of self- and collective efficacy beliefs on individual and team adaptive performance. Finally, knowledge and skill more strongly and directly related to adaptive performance at the individual than the team level of analysis. Implications to theory and practice, limitations, and future directions are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

When goal orientations collide: Effects of learning and performance orientation on team adaptability in response to workload imbalance.

The authors draw on resource allocation theory (Kanfer & Ackerman, 1989) to develop hypotheses regarding the conditions under which collective learning and performance orientation have interactive effects and the nature of those effects on teams' ability to adapt to a sudden and dramatic change in workload. Consistent with the theory, results of a laboratory study in which teams worked on a computerized, decision-making task over 3 performance trials revealed that learning and performance orientation had independent effects on team adaptability when teams had slack resources available for managing their changed task. Time helped explain the independent effects of performance orientation. Results also revealed that learning and performance orientation had interactive effects when teams did not have slack resources. Finally, the results of this study indicate that teams lacking slack resources were better able to balance high levels of learning and performance orientation over time with practice on the changed task. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationship between individual proficiency and team performance and efficiency.

Using 64 pairs of college students doing jigsaw puzzles, team and individual performance was compared. They could work the puzzles better alone than when doing it in pairs cooperatively, however, relatively poor prediction is obtained from measures of individual proficiency. The performance of the most efficient member of a team, however, predicted slightly better both team performance and team efficiency. "The more similar the two members of a team were in individual proficiency, the more likely they were to form a proficient and effective team." (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Clarifying Achievement Goals and Their Impact.

The study of achievement goals has illuminated basic motivational processes, though controversy surrounds their nature and impact. In 5 studies, including a longitudinal study in a difficult premed course, the authors show that the impact of learning and performance goals depends on how they are operationalized. Active learning goals predicted active coping, sustained motivation, and higher achievement in the face of challenge. Among performance goals, ability-linked goals predicted withdrawal and ment poorer performance in the face of challenge (but provided a "boost" to performance when students met with success); normative goals did not predict decrements in motivation or performance; and outcome goals (wanting a good grade) were in fact equally related to learning goals and ability goals. Ways in which the findings address discrepancies in the literature are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Measurement and assessment issues in performance appraisal.

Performance appraisal is a topic that is of both theoretical interest and practical importance. As such, it is one of the most researched topics in industrial and organisational psychology. Several measurement issues are central to performance appraisal including: (a) how performance has been measured, (b) how to improve performance appraisal ratings, (c) what is meant by performance, and (d) how the quality of ratings has been defined. Each of these are discussed along with the shortcomings of the extant literature in helping to come to grips with these important issues. Next, some of the new challenges facing performance appraisal, given its historical focus on single individuals being evaluated, are highlighted. In particular, the appraisal problems inherent in the assessment of team performance and the complexities inherent in multisource feedback systems are covered. We conclude with a short discussion of the litigious issues that can arise as a result of poor performance management practises. (PsycINFO Database Record (c) 2010 APA, all rights reserved)