A cognitive mediation theory of task goals and human performance

A theory is proposed to explain the linkages between individual task goals and performance. Two cognitive constructs are postulated to mediate between task goals and performance:performance expectancy and performance valence. It is asserted that an individual's task goal has a positive influence on performance expectancy and a negative influence on performance valence. Performance expectancy is proposed to have a positive influence on performance while performance valence is proposed to have a negative influence on performance. Task ability is hypothesized to influence performance both directly and indirectly through its influence on performance expectancy. A laboratory experiment was designed to test the causal model proposed by the theory. A path analysis on the data from this experiment provides strong support for the model, with performance expectancy, performance valence, and task ability predicting 63% of the variance in performance on the laboratory task.     

The relative importance of task and contextual performance dimensions to supervisor judgments of overall performance

Although evidence supports the unique contribution of task performance and contextual performance to overall evaluations, little is known about the relative contribution that specific dimensions of contextual performance make to overall performance judgments. This study evaluated the extent to which supervisors consider task and contextual performance by using relative weights (J. W. Johnson, 2000) to statistically describe the relative importance of specific dimensions of each type of performance to overall performance ratings. Within each of 8 job families in a large organization, each of 4 dimensions of contextual performance made not only a unique contribution but a relatively important contribution to the overall evaluation. Evidence also supports the adaptive performance dimension of handling work stress as an aspect of contextual performance and job-task conscientiousness as an aspect of both task and contextual performance.     

The Effect of Information Format and Performance Pattern on Performance Appraisal Judgments in a Computerized Performance Monitoring Context1

This paper examines how the presentation of computer-monitored performance information affects performance judgments. Two factors were examined: the performance pattern and the information format. In a computer simulation, subjects were responsible for evaluating the performance of a computer-monitored typist. They were assigned to one of three format conditions: a periodic, delayed, or summarized format. The pattern of the typist's performance was also varied: It either improved, worsened, or remained about the same during the simulation. Results indicate that performance pattern affected subjects' ratings of overall performance, performance quality, and performance consistency. Both factors influenced ratings of future performance and recall of specific performance information. Implications of these results for performance appraisals and computerized performance monitoring systems are discussed.     

Reluctant to change: Self-enhancing responses to diverging performance measures

Although there is extensive evidence that past performance influences the propensity to make changes, research on how decision makers respond to diverging performance measures has been sparse. This paper addresses this gap in an experimental and a field study in which we examine how decision makers respond to the ambiguity introduced by two diverging performance indicators of unequal importance. Both studies suggest that decision makers respond to diverging performance indicators in a self-enhancing manner. Decision makers gave importance to a secondary performance indicator only when it helped them maintain a sense of positive performance, that is, when a secondary performance measure was high and a primary performance measure was low. The results suggest that, in contexts in which decision makers are likely to experience diverging performance indicators, perceptions of success and the associated reluctance to make changes might be more pervasive than is often thought.     

An Examination of the Cognitive Mechanisms by Which Assigned Goals Affect Task Performance and Reactions to Performance1

In this study, cognitive mechanisms by which assigned goals affect task performance and reactions to performance were examined. Subjects working on a creativity task were assigned one of three performance goals varying in difficulty. Ratings of subjective probability of goal attainment, expected performance, expected satisfaction with goal attainment, and desired performance were obtained prior to each of five blocks of trials. Ratings of satisfaction with performance were obtained after each trial block and ratings of ability were obtained after all trials were completed. As predicted, with increased goal difficulty, subjective probability of goal attainment decreased, but expected performance, expected satisfaction with goal attainment, and desired performance increased. Contrary to prediction, the effect of goal difficulty on task performance was not significant. LISREL analyses revealed that goal difficulty exerted both positive (through expected and desired performance) and negative (through subjective probability of goal attainment) effects on performance. Goal difficulty had a negative effect on satisfaction with performance and ratings of perceived ability. The importance of identifying the cognitive mechanisms by which assigned goals affect performance and the need to consider consequences of assigned goals other than task performance are discussed.     

Perfectionism and performance in a new basketball training task: Does striving for perfection enhance or undermine performance?

ObjectivesIn the psychology of sport and exercise, the question of how perfectionism affects performance is highly debated. While some researchers have identified perfectionism as a hallmark quality of elite athletes, others see perfectionism as a maladaptive characteristic that undermines, rather than helps, athletic performance. Against this background, the purpose of the present study was to investigate how different aspects of perfectionism predict performance and performance increments.MethodA study was conducted with 122 undergraduate athletes to investigate how perfectionism during training affects performance and performance increments in a series of trials with a new basketball training task. Two aspects of perfectionism were examined: striving for perfection and negative reactions to imperfection.DesignThe design was a correlational prospective design.ResultsResults showed that striving for perfection during training predicted higher performance in the new task. In contrast, negative reactions to imperfection predicted lower performance when athletes attempted the task for the first time, once the positive influence of striving for perfection on task performance was partialled out. However, negative reactions to imperfection did not undermine performance in the consecutive trials. On the contrary, athletes with both high levels of striving for perfection and high levels of negative reactions to imperfection showed the greatest performance increments over the series of trials.ConclusionThe findings suggest that perfectionism is not necessarily a maladaptive characteristic that generally undermines sport performance. Instead, when learning a new training task, perfectionism may enhance performance and lead to performance increments over repeated trials.     

The Impact of Computerized Performance Monitoring and Prior Performance Knowledge on Performance Evaluation1

Despite claims that computerized performance monitoring (CPM) systems provide objective performance data and thus foster accurate employee evaluations, few research studies have examined the impact of CPM data on the performance appraisal process. A laboratory experiment was conducted to assess the impact of prior performance level on requests for computerized performance information, and the influence of both prior performance level and requested information on performance evaluation. Forty-four male and female undergraduates electronically monitored four simulated employees whose prior performance was either high or low and whose performance during the monitoring period was either high or low. Results indicated that prior performance level and employee performance during the monitoring period independently influenced both current and future performance ratings. Further, when the simulated employee performed at a level incongruent with her prior performance, subjects requested more data about the employee's performance, were less certain about their ratings of the employee's current and future performance, and rated the employee's current performance as more variable than when the employee performed at a level congruent with prior performance. These results indicate that use of CPM systems that allow on-line access to employee performance and that record requested information may increase performance evaluation accuracy by facilitating the implementation of search strategies best suited to specific appraisal tasks and minimizing memory-related biases. However, such systems may not eliminate the effects of attention/encoding biases.     

组织中绩效压力的双刃剑效应

市场经济的复杂多变给组织生存与发展带来诸多挑战,组织往往对员工提出高的绩效要求,绩效压力已成为普遍现象。现有研究大多关注绩效压力的消极效应,存在忽视其积极结果及理论视角较窄等不足。因此,系统、全面地认识绩效压力的双刃剑效应,有助于组织充分发挥绩效压力的积极效应及阻遏其消极效应。通过系统地回顾和梳理相关研究,在将绩效压力影响效果的研究分为积极、消极和二者并存的曲线效应三个类别后,引入压力认知评价理论、资源保存理论等理论厘清研究背后的解释机制。最后,基于以上梳理分析,未来研究应进一步拓展组织中绩效压力的双刃剑效应及其边界条件,从而更全面地认识组织中绩效压力所产生的影响。     

Impact du type de buts et du sentiment d'auto-efficaciaté sur l'autorégulation et la performance dans une tâche cognitive

The aim of this study was to examine two hypotheses derived from theoretical models of the role of learning and performance goals in cognitive functioning. The first predicts that being highly focused on performance goals leads students to develop lower levels of self-efficacy than those who are less focused on performance. The second hypothesis predicts that the combination of high performance goals and low self-efficacy will have a negative impact on students' self-regulation and performance in a new task. After having filled out a questionnaire assessing their goals, 128 female students were met individually and asked to solve a verbal concept formation task. Self-efficacy was assessed prior to the resolution of the task during which self-regulation and performance were observed. Contrary to the first hypothesis, students having high performance goals were found to have higher self-efficacy than those having low goals. In addition, no interaction between self-efficacy and performance goals was found on self-regulation and performance on the task. The results showed that whatever students' goals, self-efficacy is a powerful determinant of self-regulation and performance. The discussion emphasizes the role of self-efficacy and the value of a motivational profile combining high concern for both performance and learning goals in cognitive functioning.     

The Effect of Giving Informal Performance Feedback on Subsequent Formal Memory-Based Performance Evaluations1

Two experiments tested the hypothesis that raters' formal memory-based performance evaluations can be significantly influenced by their having previously given the ratee informal performance feedback. In Experiment 1 subjects either did or did not give informal feedback to another person who performed either well or poorly on an interviewing task. In Experiment 2 subjects role played giving informal feedback about behavior relevant to only one of the two performance dimensions subsequently evaluated. In both experiments subjects later ratcd the interpersonal and task performance of the feedback recipient. The results of both studies support the hypothesis for ratings of interpersonal performance. Giving informal feedback to a ratee exhibiting good interpersonal performance led to more positive interpersonal performance ratings, whereas giving informal feedback to a ratee exhibiting poor interpersonal performance led to more negative interpersonal performance ratings. Task performance ratings, on the other hand, were not affected. Conditions likely to have mitigated the impact of giving informal feedback on the task performance ratings are discussed, as are the implications of the results for practical strategies to improve the quality of formal memory-based performance evaluations.     

The relative importance of task,citizenship and counterproductive performance to job performance ratings: Do rater source and team‐based culture matter?

This study contributes to our understanding of which factors predict raters' policies for combining performance components into an overall job performance rating. We used a work‐roles framework to examine the effects of rater source and team‐based culture. The sample consisted of 612 individuals in three job categories (317 nurses, 168 personnel recruiters and 127 sales representatives). Respondents rated employee performance profiles that were described on task, citizenship and counterproductive performance. Raters' weights differed by (a) organizational culture (low‐ vs. high‐team‐based); (b) rating source (supervisor vs. peer) and (c) job. In a team‐based culture, more weight was given to citizenship performance and less to task performance. Peers attached more importance to citizenship performance and less to task performance. Implications of these findings for performance management are discussed.     

Exploring the motivation jungle: predicting performance on a novel task by investigating constructs from different motivation perspectives in tandem

Different theoretical viewpoints on motivation make it hard to decide which model has the best potential to provide valid predictions on classroom performance. This study was designed to explore motivation constructs derived from different motivation perspectives that predict performance on a novel task best. Motivation constructs from self-determination theory, self-regulation theory, and achievement goal theory were investigated in tandem. Performance was measured by systematicity (i.e. how systematically students worked on a problem-solving task) and test score (i.e. score on a multiple-choice test). Hierarchical regression analyses on data from 259 secondary school students showed a quadratic relation between a performance avoidance orientation and both performance outcomes, indicating that extreme high and low performance avoidance resulted in the lowest performance. Furthermore, two three-way interaction effects were found. Intrinsic motivation seemed to play a key role in test score and systematicity performance, provided that effort regulation and metacognitive skills were both high. Results indicate that intrinsic motivation in itself is not enough to attain a good performance. Instead, a moderate score on performance avoidance, together with the ability to remain motivated and effectively regulate and control task behavior, is needed to attain a good performance. High time management skills also contributed to higher test score and systematicity performance and a low performance approach orientation contributed to higher systematicity performance. We concluded that self-regulatory skills should be trained in order to have intrinsically motivated students perform well on novel tasks in the classroom.     

The role of goal orientation following performance feedback

This study examined the relationship of goal orientation and performance over a series of 2 challenging performance events. After providing performance feedback on the 1st event, the authors found that the relationship between a learning goal orientation and performance remained positive for the 2nd event, the relationship between a proving goal orientation and performance diminished from a positive to a nonsignificant level, and the relationship between an avoiding goal orientation and performance remained negative. Data analysis also indicated that the relationships between the 3 goal orientation dimensions and the performance event were differentially mediated by goal setting, self-efficacy, and effort.     

Explaining the Weak Relationship Between Job Performance and Ratings of Job Performance

Ratings of job performance are widely viewed as poor measures of job performance. Three models of the performance–performance rating relationship offer very different explanations and solutions for this seemingly weak relationship. One-factor models suggest that measurement error is the main difference between performance and performance ratings and they offer a simple solution—that is, the correction for attenuation. Multifactor models suggest that the effects of job performance on performance ratings are often masked by a range of systematic nonperformance factors that also influence these ratings. These models suggest isolating and dampening the effects of these nonperformance factors. Mediated models suggest that intentional distortions are a key reason that ratings often fail to reflect ratee performance. These models suggest that raters must be given both the tools and the incentive to perform well as measurement instruments and that systematic efforts to remove the negative consequences of giving honest performance ratings are needed if we hope to use performance ratings as serious measures of job performance.     

Construct of job performance: Evidence from Chinese military soldiers

The construct of job performance has been one of the important topics in job performance research. The present study investigated the construct of job performance among Chinese military soldiers using both qualitative and quantitative methods. First, after interviewing 95 officers and soldiers, we categorized and conceptualized eight sets of typical behavioural incidents related to soldiers' job performance, and designed a questionnaire measuring job performance. Then, using a sample of 1402 Chinese soldiers, questionnaire reliability and validity were tested, and then the questionnaire was revised. The construct of job performance was further refined using confirmatory factor analyses and regression analyses using another sample of 1068 soldiers. The results showed that Chinese military soldiers' job performance consisted of two dimensions of task performance and contextual performance. Furthermore, task performance had three subfactors: military training, task accomplishment and work capability, whereas contextual performance encompassed four factors: helping others, love of learning, promoting organizational benefit and self-discipline. Task performance and contextual performance contributed independently to overall job performance.     

Was it a clutch performance? A qualitative exploration of the definitional boundaries of clutch performance

ObjectivesClutch performance refers to positive performance under pressure. Definitions of clutch performance, however, differ on the performance level required to constitute this phenomenon. This definitional divergence centres on whether clutch performance requires increased, or maintained, performance. Further, it is unclear what performance benchmark (e.g., season average) clutch performances should be compared against. Accordingly, this study aimed to explore athletes’ perceptions of what performance level is required for clutch performance, and what performance benchmarks clutch performances are compared against.MethodTwenty-four athletes (M_age = 27.13 years) participated in event-focused, semi-structured interviews soon after a positive performance under pressure (M = 93 h later). Data were analysed utilising reflexive thematic analysis.ResultsThree themes were generated: (1) clutch performance is assessed against goal achievement, suggesting that the achievement of self-referenced goals is the primary indicator athletes’ use to assess clutch performance; (2) clutch performance exists on a performance spectrum, suggesting that the performance level required for clutch performance differs due to the appraisal of pressure and the athletes’ own goals; and (3) different benchmarks are used to assess clutch performance, suggesting that athletes’ may draw on both previous performances, and the performance itself, to assess clutch performance.ConclusionsThis study suggested that clutch performance is a situational and context-dependent phenomenon. Specifically, athletes assessed clutch performance on the extent to which they perceived achievement of self-referenced goals. Defining clutch performance in this manner may resolve tensions between existing definitions, and further, may facilitate development of a measure of clutch performance.     

The nonlinear effects of conscientiousness on overall job performance and performance dimensions in the Chinese context

The relationship between conscientiousness and job performance has been found to be nonlinear in the West, which challenges conceptually and empirically the traditional assumption of the single linear relationship. In this research, we examined the nonlinear effects of conscientiousness on both overall job performance and performance dimensions (i.e., task performance, adaptive performance and contextual performance) in the Chinese context. The results of our two studies supported some evidence for the nonlinear effect of conscientiousness on overall job performance. In addition, it was found that conscientiousness has different (linear or nonlinear) effects on performance dimensions. These findings suggest that the nonlinear effects of conscientiousness on job performance deserve further investigation, and a distinction should be made with regard to job performance in personnel evaluation. Results are discussed in terms of the significance of considering the nonlinear relationship between conscientiousness and performance criteria.     

The power of "we": effects of psychological collectivism on team performance over time

We examined the influences of different facets of psychological collectivism (Preference, Reliance, Concern, Norm Acceptance, and Goal Priority) on team functioning at 3 different performance depictions: initial team performance, end-state team performance, and team performance change over time. We also tested the extent to which team-member exchange moderated the relationships between facets of psychological collectivism and performance change over time. Results from multilevel growth modeling of 66 teams (N = 264) engaged in a business simulation revealed differential effects across facets of psychological collectivism and across different performance measurements. Whereas facets concerned with affiliation (Preference and Concern) were positively related to initial team performance, reliance was negatively related to initial team performance. Goal Priority was a strong predictor of end-state performance. Team-member exchange moderated the relationship between performance change and 3 of the 5 facets of psychological collectivism (Preference, Reliance, Norm Acceptance). Implications for team composition and team training are discussed.     

The relationship of age to ten dimensions of job performance

Previous reviews of the literature on the relationship between age and job performance have largely focused on core task performance but have paid much less attention to other job behaviors that also contribute to productivity. The current study provides an expanded meta-analysis on the relationship between age and job performance that includes 10 dimensions of job performance: core task performance, creativity, performance in training programs, organizational citizenship behaviors, safety performance, general counterproductive work behaviors, workplace aggression, on-the-job substance use, tardiness, and absenteeism. Results show that although age was largely unrelated to core task performance, creativity, and performance in training programs, it demonstrated stronger relationships with the other 7 performance dimensions. Results also highlight that the relationships of age with core task performance and with counterproductive work behaviors are curvilinear in nature and that several sample characteristics and data collection characteristics moderate age-performance relationships. The article concludes with a discussion of key research design issues that may further knowledge about the age-performance relationship in the future.     

Team adaptation to an unforeseen system failure: Limits of the potential aids of shared knowledge and standardized communication

The present study investigates the potential benefits of a team’s shared knowledge and standardized communication in adapting to an unforeseen change by combining literature on adaptation and team performance. Each of 20 teams performed a dynamic team task and was suddenly confronted with a simulated partial system breakdown. Results show that a methodological framework designed to describe performance adaptation to an unforeseen change in individuals can also be used to model performance adaptation in teams. The system failure was followed by a performance drop and a subsequent period of gradual performance recovery. Accuracy of teams’ shared knowledge correlated positively with performance before and after the change, confirming and extending the literature on shared mental models. However, the amount of knowledge similarity did not aid teams in adapting to the unforeseen system breakdown. In addition, improving teams’ standardized communication had no damping effect on the sudden performance drop and neither helped them during the subsequent recovery period. These results show that even though shared knowledge and efficient communication are of high value to team performance and success, these characteristics are limited in aiding adaptive team performance after unforeseen unique changes that force team members to update their strategies.