Goals strategy development, and task performance: some limits on the efficacy of goal setting

Article Abstract:

Specific, difficult goals enhance performance in many tasks. We hypothesize, however, that this effect disappears or reverses for novel tasks that allow multiple alternative strategies. We report findings from three laboratory experiments using a stock market prediction task with these characteristics. In the first study, 34 students made predictions concerning the value of 100 companies' stock based on three manipulated cues after receiving either a "do your best" or a specific, difficult goal (come within $10 of the actual stock price) concerning the accuracy of their predictions. In the second study, 88 students making stock market predictions received one of the following goals: do your best, specific-easy (come within $30), specific-moderate (come within $20), specific-hard (come within $10), or a tapering, specific goal (decreasing from $30 to $10 in $5 increments every 20 predictions). Finally, the third study (n = 30) replicated the first study by using a different prediction algorithm for the stock market simulation. The results repeated measures multivariate analyses of variance conducted on indexes of prediction accuracy and predictor weightings supported the hypothesis that specific, difficult goals (prediction accuracy) increase an individual's strategy search activity and reduce prediction accuracy for the stock predictions. (Reprinted by permission of the publisher.)

Multivariate analysis

---

Delineating goal and efficacy effects: a test of three models

Article Abstract:

Goal setting is thought to serve a directive function in individuals' estimates of their capacity to perform in their work environment. A series of studies was conducted in which college students performed mathematics problems (n = 100) or worked on a complex game simulation (n = 100) under conditions of easy or challenging goals. In addition, a field study was conducted with junior and senior business students (n = 127) in a management course during a normal semester. Three alternative models combining self-efficacy expectations, performance valence, and personal goals were tested with LISREL VI and hierarchical regression analyses. The results support various aspects of the models and, in general, favor the causal sequencing suggested by Locke and Latham (1990) and Eden (1988) over the model proposed by Garland (1985). (Reprinted by permission of the publisher.)

Models, Locke, E.A., Latham, G.P., Eden, D., Garland, H.

---

Supervisors and shop stewards as sources of contextual information in goal setting: a comparison of the United States with England

Article Abstract:

A study in England and America of tire workers found that both the source and content of information can influence worker reactions to performance goals. The study found that goals imparted by a shop steward created a stronger positive response than those that came from a supervisor. In addition, information of a practical nature has greater influence than conceptual information linking a worker's performance to broad corporate goals.

United Kingdom, United States, Case studies, Human resource management, Employment, Comparative analysis, Labor relations, Supervision of employees, Employee supervision

Similar abstracts:

• Abstracts: Organizational commitment and job performance: it's the nature of the commitment that counts. A multi-rater assessment of organizational commitment: are self-reported measures biased?
• Abstracts: Organizational development and change management: don't throw the baby out with the bath water. Understanding the human side of merger and acquisition: An integrative framework
• Abstracts: Integrating work environment perceptions: explorations into the measurement of meaning. Confirmatory analytic tests of three causal models relating job perceptions to job satisfaction

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.