The effects of proximal and distal goals on performance on a moderately complex task

The effect of a proximal plus a distal goal was investigated relative to setting only a distal goal or urging participants to do their best. Young adults (N=39) were paid on a piece rate basis to make toys. An analysis of variance revealed that the amount of money earned by the participants who were urged to ‘do your best’ was significantly greater than the amount of money earned by the participants who were assigned a distal goal. However, the amount of money earned by the participants who were assigned proximal goals, in addition to a distal goal, was significantly greater than the amount of money earned by the participants in the ‘do your best’ condition. The correlation between perceived self‐efficacy and the amount of money earned was 0.45 (p<0.01). Perceived self‐efficacy significantly increased only for those participants in the proximal plus distal goal condition. Proximal goals, through self‐efficacy and performance feedback, appear to have focused attention on task appropriate strategies. The results suggest an informational explanation of proximal goals as opposed to a motivational one through goal commitment. Implications of these findings for mentoring and training are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

Regulatory focus as a mediator in goal orientation and performance relationships

Chosen goals influence the outcomes a person achieves as well as the behaviors performed to achieve those outcomes. In this study, we propose that three forms of goal orientation: learning, performance‐prove, and performance‐avoid, (VandeWalle, 1997 ) relate to performance, with learning and performance‐prove relating to performance through regulatory foci of prevention and promotion, respectively. Regulatory focus, a type of self‐regulation, entails the implementation of specific strategies in pursuit of goals and thus gives us insight to how a person pursues a chosen goal. In a combination of laboratory and field studies, we examine the role of regulatory focus as a mediator between goal orientation and task performance. We find evidence that regulatory focus strategies differentially mediate the goal orientation/task performance relationship. Theoretical ramifications for these relationships, as well as practical implications, are discussed. Copyright © 2010 John Wiley & Sons, Ltd.     

Goal setting and competition as determinants of task performance

Although research has demonstrated that difficult, specific goals produce higher performance than easy or non-specific goals, little research has examined goal setting in relation to competition. In such circumstances, at least four potential outcomes are logically possible (i.e. complete or partial performance enhancement with competition versus complete or partial performance reduction). Thus, this investigation manipulated goal level and competition in a 3 × 2 factorial design. Participants (N = 109) solved routine arithmetic problems. Results demonstrated that competition had a significant dysfunctional effect on task performance within goal setting conditions.     

An exploratory study of self-regulating activities and their effects on job performance

The present study attempted to assess the extent to which job incumbents engage in performance relevant self-regulatory activities. Specifically, the degrees to which 62 insurance salespersons; (1) set performance goals, (2) monitored performance levels, and (3) exercised contingent self-reward or punishment with respect to goal achievement or goal failure were measured; and, the consequences that such activities had on performance were examined. The results of this study indicate that, in general, subjects set goals, but typically of a distal/result-orientated, as opposed to a proximal/behaviourally orientated-nature. Goal setting per se had no effects on sales performance, although an objective measure of goal difficulty was related to this criterion. With respect to self-monitoring, it was discovered that the greatest amount of performance feedback came from oneself and one's supervisor, as opposed to one's co-workers. In terms of performance, there was an interaction of feedback source and feedback preference such that the ability to generate internal feedback was related to performance only for individuals who had a preference for such internal feedback. There appeared to be no substantial amount of contingent self-reward occurring within this organization, although contingent self-punishment (in the form of self-criticism) was in evidence; and, such self-admonishment seemed to have detrimental effects on performance. While the three classes of variables independently explained 26 per cent of the variance in performance, the interactive effects suggested by theories of self-regulation (Bandura, 1977; Kanfer, 1971) were not in evidence.     

Motivated to disengage: The ethical consequences of goal commitment and moral disengagement in goal setting

A growing literature has suggested that high performance goals can have unintended consequences within organizations as employees engage in unethical behavior to achieve outcomes associated with goal attainment. Extending research on the dark side of goal setting, we suggest that high performance goals not only create a desire to achieve a particular outcome but also alter moral reasoning processes related to goal attainment. Integrating goal-setting theory with motivated moral reasoning, we hypothesize an indirect effect of high performance goals on unethical behavior via state moral disengagement. We also examine goal commitment—which tends to amplify the relationship between high goals and performance—as a key boundary condition associated with this indirect effect. We build this conditional indirect effect model across three studies conducted in the field and the laboratory. Our results provide new insight into both when and why high goals can facilitate moral disengagement and unethical behavior within organizations.     

The effects of appraisal instrument,feedback and goal-setting on worker satisfaction and commitment

Twenty managers and 125 subordinates participated in a field experiment performed in the Israel Airport Authority. The managers received intensive training in giving performance feedback and setting specific goals when conducting appraisals of their subordinates. Following training, the managers were assigned randomly to one of four conditions: feedback and goals using BOS-based appraisal; feedback using BOS-based appraisal with no goals; feedback and goals using GRS-based appraisal; feedback alone using GRS-based appraisal. Work satisfaction and organizational commitment were measured before and after the performance appraisals were conducted. A two-way analysis of variance followed by univariate analyses by means of a studentized range test revealed that (1) the use of BOS-based appraisal increased work satisfaction significantly more than the use of GRS-based appraisal, (2) feedback followed by goal-setting resulted in significantly higher work satisfaction and organizational commitment than feedback alone, regardless of the appraisal scale that was used, and (3) the combination of BOS-based appraisal, feedback and goal-setting led to significantly higher work satisfaction than was the case in the other experimental conditions.     

Exploring the role of hope in job performance: results from four studies

According to Snyder's hope theory, high hope individuals possess more goal‐related strategies and are more motivated to achieve their goals than their low hope counterparts. Therefore, we examined the relationship between hope and job performance using three different samples of employees of different job levels and industries. We found that more hopeful sales employees, mortgage brokers, and management executives had higher job performance, as measured a year later, even after controlling for their self‐efficacy and cognitive ability. In a fourth study, we examined if more hopeful employees attempt to solve problems differently than do those with less hope. Higher hope management executives produced more and better quality solutions to a work‐related problem, suggesting that hopefulness may help employees when they are confronted with problems and encounter obstacles at work. Copyright © 2007 John Wiley & Sons, Ltd.     

The interactive effects of conscientiousness,openness to experience,and political skill on job performance in complex jobs: The importance of context

Caveats concerning the ability of personality to predict job performance have been raised because of seemingly modest criterion‐related validity. The goal of the present research was to test whether narrowing the context via the type of job (i.e., jobs with complex task demands) and adding a social skill‐related moderator (i.e., political skill) would improve performance prediction. Further, along with political skill, the broad factor of personality demonstrated in prior research to have the strongest criterion validity (i.e., conscientiousness) was joined with a narrow construct closely related to openness to experience (i.e., learning approach) in a three‐way interactive prediction of supervisor‐rated task performance. With the employee–supervisor dyads among professionals, but not with the control group of non‐professional employees, task performance was predicted by the three‐way interaction, such that those high on all three received the highest performance ratings. Implications, strengths and limitations, and directions for future research are discussed. Copyright © 2012 John Wiley & Sons, Ltd.     

Beliefs about ‘improvability’ of career‐relevant skills: relevance to job/task analysis,competency modelling,and learning orientation

Based on data obtained from three samples of participants from both a work organization and a college setting, this paper addressed two major research objectives relevant to organizational behavior and applied psychology. First, we wanted to explore the nature of implicit theory of skill malleability in more detail than has been done before. This was done by drawing on KSAO dimensions from the task/job analysis literature, and examining linkages among: (a) task/job analysis; (b) implicit theories; and (c) competency modelling (an area in which there has been little empirical research). The studies found multiple factors of beliefs about KSAO improvability and showed a clear ordering of improvability beliefs (from most to least improvable) that follow predictions made in the Iceberg model of competencies. The present studies also found relationships between perceptions of KSAO importance and KSAO improvability, as well as evidence that this relationship is stronger for people who have been in a role/job longer, having had greater opportunity to observe critical KSAOs improve over time. A second major objective of the research was to explore improvability beliefs within a nomological network that would help to further establish the construct validity of the beliefs within the learning/development area. Using structural modelling, the improvability beliefs were tied to learning‐oriented concepts including self‐efficacy for learning and development, tendency to compare oneself to others when learning, as well as learning‐oriented attitudes and behaviors. The potential practical value of improvability beliefs is discussed, as are suggestions for future research. Copyright © 2003 John Wiley & Sons, Ltd.     

Self‐leadership in the context of part‐time teleworking

Employees who work periodically in both a traditional office and home office (part‐time teleworkers) face opportunities and risks related to both working locations. As self‐leadership might play a crucial role in this context, we examined within‐person variations in self‐leadership (self‐reward, self‐punishment, self‐cueing, self‐goal setting, imagining successful performance, and evaluation of beliefs and assumptions) on home days and office days. In a typical workweek, 195 part‐time teleworkers filled out daily surveys (729 days), and we examined the relationship between working location (office and home) and self‐leading behavior as well as the mediating role of autonomy. Finally, we investigated whether self‐leading behavior relates to ego depletion and work satisfaction at the end of the working day. Multilevel analyses revealed that part‐time teleworkers reported higher use of self‐reward, self‐goal setting, and visualization of successful performance on home days than on office days. The association between working location and self‐reward, self‐goal setting, visualization of successful performance, and evaluation of beliefs and assumptions was mediated by autonomy. There were no indirect effects of working location on ego depletion through self‐leadership. However, we found that on home days, part‐time teleworkers were more satisfied with their job at the end of the workday through self‐goal setting.     

Teams as boundaries: How intra‐team and inter‐team brokerage influence network changes in knowledge‐seeking networks

What role does an ego's brokerage location—within a team (intra‐team) or outside the team (inter‐team)—play in the evolution of an instrumental knowledge‐seeking network in terms of both proximal (i.e., within the team) and distal (i.e., outside the team) tie formation and tie decay? We address this question by drawing on literature about social networks, brokerage, and teams. We use temporally separated data from 302 students embedded in 97 teams to test our hypotheses about the impacts of intra‐team and inter‐team brokerage on proximal and distal network evolution, specifically on four network changes in knowledge‐seeking networks: proximal tie formation, proximal tie decay, distal tie formation, and distal tie decay. We find that these four changes depend on individual network brokerage location even after controlling for personality and task characteristics. Specifically, inter‐team brokers change their networks both within and outside their teams, whereas intra‐team brokers curtail their network changes. We argue that these opposite effects occur because inter‐team brokers have greater autonomy than intra‐team brokers. This study adds to the ongoing dialog about network evolution in social network literature and to the conversations about brokerage and its location in the context of team‐based work.     

Cognitive and motivational effects of participation: A mediator study

Previous experimental studies of participation have typically examined its motivational (especially commitment) benefits. These studies showed that these benefits are neither large nor consistent. The present study focused on the cognitive benefits of participation in decision making (pdm) and on the role of a different motivational mediator, self-efficacy. Unlike previous research which claimed to study the cognitive (informational) effects of participation, the present experiment: (a) allowed the information concerning task strategies to emerge from group discussion rather than being manipulated by the experimenter; (b) measured the actual strategies that were developed and used by subjects in the pdm condition; and (c) measured self-efficacy which was associated with the discovery and use of these strategies. It was found that the strategies developed by the subjects and their self-efficacy completely mediated the effect of participation on performance. Further, participation in setting goals, consistent with previous studies, did not affect performance but did affect self-efficacy.     

Masters of the long haul: Pursuing long‐term work goals

We investigate work motivation in the unstudied domain of individuals who pursue very long‐term goals. We highlight the fact that the preponderance of research findings on the psychology of work motivation is based on short‐term studies and discuss the potential relevance to long‐term motivation of literatures including long‐term thinking and time horizons, long‐term goals and goal pursuit, and self‐regulation. We adopt the qualitative research strategy of theory elaboration, with a specific intention of elaborating goal‐setting theory. Analysis of interview data from a unique sample of scientists and others pursuing goals spanning decades or more yielded a structure of psychological factors that can enhance, support, and sustain motivation for the long term. Reconciling our findings with existing goal theories, we develop an integrative model of motivating factors and self‐regulation processes underlying long‐term goal pursuit. We discuss the implications, including an expanded focus for our field on motivating people for the long run. Copyright © 2012 John Wiley & Sons, Ltd.     

An empirical analysis of a goal setting questionnaire

This research presents an analysis of a goal setting questionnaire developed by Locke and Latham (1984). The Locke and Latham measure attempts to assess the core goal attributes of ‘specificity’ and ‘difficulty’, as well as other attributes of the goal setting process (such as perceptions about ‘performance feedback’, ‘supervisor support’, ‘conflict’ and ‘stress’). The psychometric properties of the measure were examined using respondents from employees of a large, west-coast electronics organization. A principal components analysis extracted 10 meaningful factors and identified a need for additional items. Results generally supported the meaningfulness of the goal setting factors and provide important directions for future research.     

Rivals or allies: How performance‐prove goal orientation influences knowledge hiding

Previous research suggests that performance‐prove goal orientation is positively related to knowledge hiding. However, we argue that this effect depends on the focus of performance feedback (i.e., individual‐ and group‐focused feedback), which shapes the nature of the competitive expression of performance‐prove goal orientation (i.e., intragroup and intergroup oriented). We conducted three studies to test our theoretical model. The results of Study 1 with time‐lagged data from 128 part‐time MBA students showed that performance‐prove goal orientation was positively related to knowledge hiding when performance feedback focused more (vs. less) on individual performance but was negatively related to knowledge hiding when performance feedback focused more (vs. less) on group performance. Study 2 replicated these moderation findings in an experimental study of 210 undergraduate students. Study 3 again replicated the moderation effects using multisource data from 317 employees and their supervisors. It also included creativity as an outcome of knowledge hiding and illustrated the distal consequence of the moderation effects of individual‐ and group‐focused performance feedback. We then discussed the implications for the theory and practice of performance‐prove goal orientation and knowledge hiding.     

Becoming an undercover police officer: a note on fairness perceptions,behavior, and attitudes

Reactions to an undercover police officer selection system were analyzed for 271 officers. Officers given undercover assignments had higher procedural justice perceptions and outcome satisfaction than others awaiting assignment in a qualified applicant pool. Procedural and distributive justice perceptions were subsequently related to the undercover officer's job performance, job satisfaction, and organizational commitment. Copyright © 2003 John Wiley & Sons, Ltd.     

You think you are big fish in a small pond? Perceived overqualification,goal orientations,and proactivity at work

Overqualification denotes situations in which job incumbents have higher qualifications than those required for the job. Drawing on the self‐regulatory perspective, we proposed that employees' perception of overqualification positively affects their proactive behavior through the mechanism of role‐breadth self‐efficacy and that this indirect effect is moderated by employees' goal orientations. We tested our hypotheses through two studies. In Study 1, we found that perceived overqualification had a positive indirect effect on employees' proactive behavior through role‐breadth self‐efficacy using a sample of 323 salespeople with a cross‐lagged panel design. In Study 2, the multi‐wave and multi‐source data from 302 teachers confirmed the indirect effect and indicated that performance goal orientation and learning goal orientation moderated the indirect relationship. Copyright © 2015 John Wiley & Sons, Ltd.     

The case of the disappearing firms: empirical evidence and implications

Organizational survival represents a vital objective for firms, managers, and owners. Most organizational theories regard survival as the ‘correct’ outcome for firms whose managers successfully navigate across a hostile competitive landscape. On the other hand, when a firm ‘disappears,’ scholars, managers, and owners ask, What went wrong?' Failure, exit, bankruptcy, liquidation, hostile takeovers, are largely viewed as results of managerial ‘bungling.’ Many theories about performance, competitive advantage, legitimacy, and leadership rest upon a core assumption that firms, at least some of them, have long, perhaps limitless, life‐spans. Long‐term survival is not seen as merely a random outcome or an unattainable goal. This paper surveys a broad set of empirical findings about firms' life‐spans. It is consistently revealed in the empirical literature that the VAST majority of firms, even large firms, survive relatively short periods. Some themes and their implications are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

Sitting Posture,Postural Discomfort,and Visual Performance: A Critical View on the Interdependence of Cognitive and Anthropometric Factors in the VDU Workplace

The study focuses on individual and standard visual display unit (VDU) workplaces with respect to performance and muscular load. Three different work settings were realized: The workplace was either adjusted to individual preferences or to the European standard. The third condition mirrored exactly the individual setting, however participants were told that it was set according to another standard. Dependent variables were visual performance in a search task, the rated muscular load, and individual preferences. Results show that both individual work settings yielded a superior performance as compared to the standard. However, performance and muscular comfort improved when participants knew they had adjusted the workplace. Apparently, VDU users follow a intuitive rationale adjusting their work setting minimizing muscular load and optimizing performance.     

Self‐efficacy changes in groups: effects of diversity,leadership, and group climate

Self‐efficacy belief is a significant predictor of behavioral choices in terms of goal setting, the amount of effort devoted to a particular task, and actual performance. This study conceives of formation and change of self‐efficacy as a social and context‐dependent process. We hypothesized that different group factors (discretionary and ambient group stimuli) influence changes in members' self‐efficacy through differing routes (individual‐level and cross‐level processes). We tested our hypotheses using data from individuals in 169 training groups who attended a 5‐day workshop designed to increase participants' job‐search skills and efficacy. Specifically, we examined the degree of change in participants' job‐search efficacy before and after the workshop. The results showed that (a) membership diversity in education was positively related to increases in job‐search efficacy, (b) supportive leadership contributed to job‐search efficacy at the individual level of analysis with no cross‐level effects, and (c) open group climate contributed to job‐search efficacy through both individual‐level and cross‐level processes. Limitations and directions for future research are discussed. Copyright © 2003 John Wiley & Sons, Ltd.