The Experts below are selected from a list of 90 Experts worldwide ranked by ideXlab platform

Patrick M. Wright - One of the best experts on this subject based on the ideXlab platform.

  • The Effects of Varying Goal Difficulty Operationalizations on Goal Setting Outcomes and Processes
    Organizational Behavior and Human Decision Processes, 1995
    Co-Authors: Patrick M. Wright, John R. Hollenbeck, Samantha Wolf, Gary C. Mcmahan
    Abstract:

    Abstract The three studies reported here investigated the effect of operationalization of Goal difficulty on the relationship between Goal difficulty and performance. Subjects were assigned Goals (easy, moderately difficult, or very difficult) under either an absolute Goal level or performance improvement condition. Results indicated that the Goal difficulty interacted with operationalization in affecting performance. Specifically, there was a linear relationship between Goal difficulty and performance when Goals were operationalized in terms of absolute level, but an inverted U-relationship between these two variables when Goals were operationalized in terms of performance improvement. This interaction held up despite controlling for normative Goal difficulty, performance improvement difficulty and absolute Goal level difficulty. The effects of operationalization seemed to be attributable to differences in Self-Set Goal levels, particularly among high ability persons. Taken as a whole, these studies indicate that how assigned Goals are derived and how they are communicated to subjects affects Goal setting outcomes.

  • Mediating roles of Self-Set Goals, Goal commitment, self- efficacy, and attractiveness in the incentive-performance relation.
    Human Performance, 1995
    Co-Authors: Patrick M. Wright, K. Michele Kacmar
    Abstract:

    The effects of monetary incentives on performance were examined in 2 studies. These effects were hypothesized to be through the intermediary motivational processes of self-efficacy, attractiveness ratings, Goal level, and Goal commitment. In Study 1, 80 subjects worked solving anagrams on 8 trials under 1 of 4 monetary incentive conditions (piece rate, hourly rate, competitive bonus, and Goal attainment bonus). In Study 2, 146 subjects worked solving anagrams on 4 trials under 1 of 4 monetary incentive conditions (piece rate, informed bonus, uninformed bonus, and assigned bonus). In both studies, subjects Self-Set Goal levels both before and after the incen- tive manipulation. Results from both studies indicated that tying rewards to Goal attainment resulted in subjects having lower Goal levels and lower self-efficacy, whereas piece-rate systems resulted in higher Goal levels and higher self-efficacy. In addition, Goal levels and self-efficacy partially mediated the relation between incentives and perform...

  • Goal Specificity as a Determinant of Goal Commitment and Goal Change
    Organizational Behavior and Human Decision Processes, 1994
    Co-Authors: Patrick M. Wright, K. Michele Kacmar
    Abstract:

    Abstract Two hundred twenty-three subjects worked on an anagram solving task under one of two assigned Goal conditions and then Self-Set Goals on a brainstorming task. Both tasks were performed while under one of four specificity conditions. Results revealed that Goal specificity raised Goal commitment under assigned Goal conditions and was related to Goal change under Self-Set Goal conditions. In addition, Goal specificity was related to individuals′ variability in performance across trials under assigned Goal conditions. The implications of these results for understanding the Goal setting process are discussed.

John W. Slocum - One of the best experts on this subject based on the ideXlab platform.

  • The Role of Goal Orientation on Negative Emotions and Goal Setting When Initial Performance Falls Short of One's Performance Goal.
    Human Performance, 2005
    Co-Authors: William L. Cron, John W. Slocum, Don Vandewalle
    Abstract:

    This longitudinal field study examined the influence of Goal orientation on both negative emotional reactions to performance feedback and subsequent Self-Set Goal level. After completing an initial performance event and receiving negative performance feedback, learning and proving Goal orientations had nonsignificant relations with the intensity of negative emotional reactions to feedback. In contrast, an avoiding Goal orientation had a positive relation with the intensity of negative emotional reactions. For a subsequent performance event a month later, we found 2 relation patterns. First, negative emotional reactions mediated the relation of an avoiding Goal orientation with Goal setting. Second, a learning Goal orientation moderated the relation of negative emotional reactions with Goal setting. Specifically, we found a negative relation between the intensity of negative emotional reactions and Goal level for individuals with a low learning Goal orientation. For individuals with a high learning Goal or...

  • NEGATIVE PERFORMANCE FEEDBACK AND Self-Set Goal LEVEL: THE ROLE OF Goal ORIENTATION AND EMOTIONAL REACTIONS.
    Academy of Management Proceedings, 2002
    Co-Authors: William L. Cron, John W. Slocum, Don Vandewalle
    Abstract:

    This longitudinal field study examined the influence of negative emotions and Goal orientation after individuals received negative performance feedback about their level of Goal attainment. After completing an initial performance event and receiving negative performance feedback, a learning Goal orientation had a nonsignificant relationship with the intensity of negative emotions. In contrast, an avoiding Goal orientation had a positive relationship with the intensity of negative emotions. For a subsequent performance event a month later, we found that Goal orientation moderated the relationship of negative emotions and Goal setting. Specifically, for individuals with a low learning Goal orientation, we found a negative relationship between the intensity of negative emotions and Goal level. For individual with a high learning Goal orientation, the relationship was nonsignificant. Overall, the study findings provide insights on how Goal orientation influences initial emotional reactions and subsequent self...

  • Effects of Trait Competitiveness and Perceived Intraorganizational Competition on Salesperson Goal Setting and Performance
    Journal of Marketing, 1998
    Co-Authors: Steven P. Brown, William L. Cron, John W. Slocum
    Abstract:

    The authors assess the effects of trait competitiveness and competitive psychological climate on Self-Set Goal levels and sales performance. The results indicate an interaction between trait competitiveness and competitive psychological climate, such that (1) salespeople who are high in trait competitiveness set higher Goals when they perceive the organizational climate as competitive and (2) salespeople who are low in trait competitiveness set relatively low Goals, regardless of their perceptions of competition in the organizational climate. Results also indicate that a Self-Set Goal level is related strongly to performance and that self-efficacy has strong direct and indirect effects on sales performance. The authors also discuss implications for theory and practice.

  • Effects of Trait Competitiveness and Perceived Intraorganizational Competition on Salesperson Goal Setting and Performance
    Journal of Marketing, 1998
    Co-Authors: Steven P. Brown, William L. Cron, John W. Slocum
    Abstract:

    The authors assess the effects of trait competitiveness and competitive psychological climate on Self-Set Goal levels and sales performance. The results indicate an interaction between trait compet...

William L. Cron - One of the best experts on this subject based on the ideXlab platform.

  • The Role of Goal Orientation on Negative Emotions and Goal Setting When Initial Performance Falls Short of One's Performance Goal.
    Human Performance, 2005
    Co-Authors: William L. Cron, John W. Slocum, Don Vandewalle
    Abstract:

    This longitudinal field study examined the influence of Goal orientation on both negative emotional reactions to performance feedback and subsequent Self-Set Goal level. After completing an initial performance event and receiving negative performance feedback, learning and proving Goal orientations had nonsignificant relations with the intensity of negative emotional reactions to feedback. In contrast, an avoiding Goal orientation had a positive relation with the intensity of negative emotional reactions. For a subsequent performance event a month later, we found 2 relation patterns. First, negative emotional reactions mediated the relation of an avoiding Goal orientation with Goal setting. Second, a learning Goal orientation moderated the relation of negative emotional reactions with Goal setting. Specifically, we found a negative relation between the intensity of negative emotional reactions and Goal level for individuals with a low learning Goal orientation. For individuals with a high learning Goal or...

  • NEGATIVE PERFORMANCE FEEDBACK AND Self-Set Goal LEVEL: THE ROLE OF Goal ORIENTATION AND EMOTIONAL REACTIONS.
    Academy of Management Proceedings, 2002
    Co-Authors: William L. Cron, John W. Slocum, Don Vandewalle
    Abstract:

    This longitudinal field study examined the influence of negative emotions and Goal orientation after individuals received negative performance feedback about their level of Goal attainment. After completing an initial performance event and receiving negative performance feedback, a learning Goal orientation had a nonsignificant relationship with the intensity of negative emotions. In contrast, an avoiding Goal orientation had a positive relationship with the intensity of negative emotions. For a subsequent performance event a month later, we found that Goal orientation moderated the relationship of negative emotions and Goal setting. Specifically, for individuals with a low learning Goal orientation, we found a negative relationship between the intensity of negative emotions and Goal level. For individual with a high learning Goal orientation, the relationship was nonsignificant. Overall, the study findings provide insights on how Goal orientation influences initial emotional reactions and subsequent self...

  • Effects of Trait Competitiveness and Perceived Intraorganizational Competition on Salesperson Goal Setting and Performance
    Journal of Marketing, 1998
    Co-Authors: Steven P. Brown, William L. Cron, John W. Slocum
    Abstract:

    The authors assess the effects of trait competitiveness and competitive psychological climate on Self-Set Goal levels and sales performance. The results indicate an interaction between trait competitiveness and competitive psychological climate, such that (1) salespeople who are high in trait competitiveness set higher Goals when they perceive the organizational climate as competitive and (2) salespeople who are low in trait competitiveness set relatively low Goals, regardless of their perceptions of competition in the organizational climate. Results also indicate that a Self-Set Goal level is related strongly to performance and that self-efficacy has strong direct and indirect effects on sales performance. The authors also discuss implications for theory and practice.

  • Effects of Trait Competitiveness and Perceived Intraorganizational Competition on Salesperson Goal Setting and Performance
    Journal of Marketing, 1998
    Co-Authors: Steven P. Brown, William L. Cron, John W. Slocum
    Abstract:

    The authors assess the effects of trait competitiveness and competitive psychological climate on Self-Set Goal levels and sales performance. The results indicate an interaction between trait compet...

Robert E. Wood - One of the best experts on this subject based on the ideXlab platform.

  • The Contrasting Effects of Coaching Style on Task Performance: The Mediating Roles of Subjective Task Complexity and Self-Set Goal
    Human Resource Development Quarterly, 2013
    Co-Authors: Ray Tak-yin Hui, Christina Sue-chan, Robert E. Wood
    Abstract:

    The effects of two coaching styles, one guidance and one facilitation, on the performance of coached and transfer tasks were examined in an experimental study. With the aim of improving and enhancing individual performance, guidance coaching entails the coach as a role model, delivering clear expectations and feedback about how to improve in a directive manner, while facilitation coaching involves the coach's helping the individual to explore and evaluate the task and self-developing the correct responses for improving performance. Tests of the mediating effects of Self-Set Goals, which are defined as desired levels of performance to be attained on a task, and subjective task complexity, which is defined as an individual's perception of the complexity of a task, on the coaching style–performance relationship were also conducted. Participants (n = 127) were coached in the use of two software programs, PowerPoint and Excel 2007. The results showed that guidance coaching is more effective for improving coached task performance than facilitation coaching, while facilitation coaching is more effective for improving transfer task performance than guidance coaching. Subjective task complexity and Self-Set performance Goals mediated the effects of coaching style on the performance of both coached and transfer tasks. Implications for theory and managerial practice are discussed.

  • Implicit Theories versus the Social Construal of Ability in Self-Regulation and Performance on a Complex Task.
    Organizational behavior and human decision processes, 1999
    Co-Authors: Carmen Tabernero, Robert E. Wood
    Abstract:

    The present experiment examined the relative impacts of implicit theories and the social construal of ability as either a fixed entity or an incremental skill on self-efficacy, affective reactions, Self-Set Goals, and performance on a complex group-management task. It was also a novel task for participants. Participants who had an implicit theory that group-management ability is an incremental skill that can be acquired with experience developed stronger self-efficacy, maintained more positive affect, and set themselves more challenging Goals across multiple trials. They also outperformed participants with a fixed-entity theory of group-management ability. Some of the motivational benefits of an incremental-skill conception were lost when the social construal of managerial ability emphasized a fixed-entity conception. However, the negative motivational effects of a fixed-entity theory of ability were not ameliorated by the social construal of managerial ability as an incremental skill. The effects of conceptions of ability were fully mediated by the self-regulatory responses of participants. The hypothesis that self-efficacy moderates the impact of ability conceptions on Self-Set Goal challenges was not supported.

K. Michele Kacmar - One of the best experts on this subject based on the ideXlab platform.

  • Mediating roles of Self-Set Goals, Goal commitment, self- efficacy, and attractiveness in the incentive-performance relation.
    Human Performance, 1995
    Co-Authors: Patrick M. Wright, K. Michele Kacmar
    Abstract:

    The effects of monetary incentives on performance were examined in 2 studies. These effects were hypothesized to be through the intermediary motivational processes of self-efficacy, attractiveness ratings, Goal level, and Goal commitment. In Study 1, 80 subjects worked solving anagrams on 8 trials under 1 of 4 monetary incentive conditions (piece rate, hourly rate, competitive bonus, and Goal attainment bonus). In Study 2, 146 subjects worked solving anagrams on 4 trials under 1 of 4 monetary incentive conditions (piece rate, informed bonus, uninformed bonus, and assigned bonus). In both studies, subjects Self-Set Goal levels both before and after the incen- tive manipulation. Results from both studies indicated that tying rewards to Goal attainment resulted in subjects having lower Goal levels and lower self-efficacy, whereas piece-rate systems resulted in higher Goal levels and higher self-efficacy. In addition, Goal levels and self-efficacy partially mediated the relation between incentives and perform...

  • Goal Specificity as a Determinant of Goal Commitment and Goal Change
    Organizational Behavior and Human Decision Processes, 1994
    Co-Authors: Patrick M. Wright, K. Michele Kacmar
    Abstract:

    Abstract Two hundred twenty-three subjects worked on an anagram solving task under one of two assigned Goal conditions and then Self-Set Goals on a brainstorming task. Both tasks were performed while under one of four specificity conditions. Results revealed that Goal specificity raised Goal commitment under assigned Goal conditions and was related to Goal change under Self-Set Goal conditions. In addition, Goal specificity was related to individuals′ variability in performance across trials under assigned Goal conditions. The implications of these results for understanding the Goal setting process are discussed.