Task planning and energy expended: exploration of how goals influence performance

Article Abstract:

Although many studies demonstrate the effectiveness of goal setting in organizations, it is unclear how goals actually influence performance. In present studies we examined the effect of assigned goals and task information on performance, energy expended, and task planning or organizing. In Study 1, a 2 by 2 (Information by Goal) design was used. Subjects were 72 undergraduates working on a business simulation. In Study 2, 129 male and female workers from a service organization and a moving company responded to a survey assessing an individual's goal setting, job training, energy expended during a typical task performance, and task planning undertaken prior to performance. The results of both studies demonstrated that goal setting and task training influenced the dependent variables. In addition to influencing an individual's energy expended (effort and persistence), having a specific goal led an individual to plan and organize more than an individual given a general goal (i.e., "do your best"). The results of both studies suggest that goal setting and task-relevant information influence performance, in part, through their influence on energy expended and planning. (Reprinted by permission of the publisher.)

Research, Methods, Testing, Organizational effectiveness, Planning, Goal setting, Action theory

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Complex interdependence in task-performing groups

Article Abstract:

This study proposed a model of work group performance based on the consequences of complex interdependence (CI), which is defined as the interactive effects of task, goal, and feedback combinations. The study consisted of a 4 (task interdependence: pooled, sequential, reciprocal, or team) X 2 (goal interdependence: individual or group) X 2 (feedback interdependence: individual or group) completely crossed factorial design using 118 three-person groups working in a laboratory setting on a performance appraisal task. The results of group-level analyses demonstrated the impact of CI on the perceived effectiveness of group task strategy. In turn, task strategy and intragroup conflict partially mediated the effects of CI on group performance quantity and quality. Design applications for group work are presented and discussed. (Reprinted by permission of the publisher.)

Psychological aspects, Work groups, Teamwork (Workplace), Social groups, Task forces

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