Reactions to Feedback in Goal Choice and Goal Change Processes1

Two laboratory studies were conducted to test the effects of reactions to feedback on propensity to change an initial self-selected performance goal. In Study 1, the performance of 228 subjects on a word search task was manipulated by varying puzzle difficulty. In Study 2, two-dimensional goals (i.e., time and quantity) were first assigned and then chosen by 75 subjects. In Study 1, satisfaction with performance and self-efficacy predicted goal change beyond the effects of past performance. Subjects lower in both satisfaction and self-efficacy tended to lower initial goals, whereas those higher in either or both variables tended to raise them. In a post-hoc analysis, goal-performance discrepancies and motivational force interacted to explain satisfaction with performance for subjects experiencing negative feedback. This result was replicated in Study 2 for self-selected quantity goals. In Study 2, satisfaction with performance explained goal choice beyond the effects of past performance for initial time goals and final quantity goals. Trade-offs in the selection of dual goals occurred, with subjects selecting a difficult goal on one dimension and an easy goal on the other. Suggestions for future research and practice on self-regulation of goals and performance are provided.     

Goal regulation across time: the effects of feedback and affect

This research focused on the processes individuals use to regulate their goals across time. Two studies examined goal regulation following task performance with 6 samples of participants in a series of 8-trial task performance experiments. The experiments involved: (a) 3 task types, (b) 2 goal types, and (c) actual or manipulated performance feedback referring to the focal participant's own performance or to the participant's performance compared with others' performance. Applying multilevel methods, the authors examined (a) how performance feedback influences subsequent goals within individuals across both negative and positive performance feedback ranges, and (b) the mediating role of affect in explaining the relationship between feedback and subsequent goal setting. Results showed that participants adjusted their goals downwardly following negative feedback and created positive goal-performance discrepancies by raising their goals following positive feedback. In each sample, affect mediated substantial proportions of the feedback-goals relationship within individuals.     

Achievement Goals,Feedback, and Task Performance

Prior research indicates that instructions to focus attention on learning versus performance and the nature of feedback provided have distinct implications for subsequent task performance. We first examined how assigned learning and performance goals and feedback valence interact to determine performance change. Individuals with learning goal instructions performed better after negative feedback but worse after positive feedback. In Study 2, we found that implicit theory, an individual difference that is antecedent to general goal orientation, interacted with learning/performance goal instructions to influence performance change after negative feedback. In both studies, goal instructions influenced performance attributions and affective states, but these variables did not mediate the effects of the goal instructions or performance feedback. We discuss the implications of these results for academic and employment settings.     

Unattainable Goal Choice as a Self-Handicapping Strategy1

Selection of an extremely difficult performance goal is conceptualized as a self-handicapping strategy–an attempt to externalize outcomes threatening one's self-image. In a laboratory study, male college students were led to believe they had succeeded at a task that was either relevant or irrelevant to their self-images. In conjunction with this, subjects were led to believe that the success they had experienced was either contingent upon or not contingent upon their effort. Consistent with a self-handicapping strategy, extremely difficult performance goals were selected on a subsequent task when success at a previous task was not contingent upon workers' e]ffort, but only in the personally relevant condition-i.e., when task performance had attributional implications for workers' s]elf-images. Personally irrelevant tasks led to a realistic downward revision of performance aspirations in response to noncontingent success.     

The Effects of Varying Goal Difficulty Operationalizations on Goal Setting Outcomes and Processes

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.     

Goal Setting by Groups Performing an Additive Task: A Comparison With Individual Goal Setting1

This article compares goal levels and task performance of groups and individuals that are assigned or self-set goals. Groups performed an additive task that allowed for direct comparison with individuals' i]ndependent performance of the task. Consistent with predictions, groups and individuals selected goals that were less difficult than assigned goals which required only a modest increase in performance. Group members and individuals who were assigned goals attained higher levels of performance than self-set or no goal condition subjects. The prediction that group members and individuals who self-set their goals would have more positive affective reactions to the goal-setting situation than participants in assigned condition was supported. The results of this study are consistent with the existing literature on groups and individuals regarding effects of goals, performance, and affective reactions. Analyses also indicate that the group goal decision process involves a compensatory strategy in which an average of group member preferences for the goal was used to reach a group goal decision. Discussion focuses on the similarities and differences between the findings of self-set and assigned goal-setting situations for groups and individuals, with particular reference to goal choice strategies, goal expectancies, and efficacy.     

The influence of component participation and role models on goal acceptance, goal satisfaction, and performance

The present investigation examined the effects of different types of participation (choice) and role models in goal setting on goal acceptance, goal satisfaction, and performance. It was hypothesized that choice in setting a goal and a strategy to achieve the goal would positively benefit goal acceptance, performance, and goal satisfaction. In addition, it was predicted that a role model would differentially influence an individual's goal acceptance, goal satisfaction, and performance. One hundred twenty male college students working on a class scheduling task were exposed to either a high- or low-performing role model and given various amounts of choice in the goal-setting process. The results of two-way analyses of variance demonstrated that goal acceptance, goal satisfaction, and performance were highest for individuals given choice over their goal and their strategy to achieve the goal. In addition, the results demonstrated that an individual exposed to a high-performing role model outperformed and had higher goal acceptance and satisfaction than an individual exposed to a low-performing model. The results are discussed as a means for clarifying the effects of different types of choice in the goal-setting process and the importance of role-provided information in influencing an individual's performance.     

Choice of task and goal under conditions of general and specific affective inducement

In this study we examine the role of general and task-specific affect on task and goal choice in a performance setting. We use video stimuli to induce a general positive or general negative affective state, and use rate-of-progress and absolute discrepancy feedback to manipulate task-specific affect. Analyses indicate that general affective states influenced task and goal choices, self-efficacy expectations, and performance. Rate-of-progress feedback influenced affective state, task choice, and self-efficacy expectations. Absolute discrepancy feedback influenced task choice modestly and self-efficacy significantly. Generally, positive affect promoted mood maintenance while negative affect promoted mood repair, and general and task-specific affect exerted similar effects. Results are discussed in terms of the motivational consequences of affective states (either general or task-specific) for task and goal choices.     

The Interactive Effects of Goal Orientation and Feedback Specificity on Task Performance

This study examined the impact of goal orientation and feedback specificity on performance. Ninety undergraduate management students completed 3 phases of a computerized management decision-making simulation in conditions of low, moderate, or high feedback specificity. Learning orientation interacted with feedback specificity to predict performance in Phase 1, such that feedback specificity had a greater impact on performance for persons low in learning orientation. Performance orientation interacted with feedback specificity to predict performance in Phase 3, such that feedback specificity had a greater impact on performance for persons high in performance orientation.     

INTERRELATIONSHIPS AMONG EMPLOYEE PARTICIPATION, INDIVIDUAL DIFFERENCES, GOAL DIFFICULTY, GOAL ACCEPTANCE, GOAL INSTRUMENTALITY, AND PERFORMANCE

A field study was conducted with 41 female typists in a large corporation to test an explanatory model of goal setting. Weekly productivity goals were either assigned by the supervisors or were set jointly with a typist. Goals were set for ten consecutive weeks. A correlational analysis of the data indicated that difficult goals led to higher performance. Higher performance led to higher absolute goals for the subsequent week, but smaller improvement goals. Persons with a high need for achievement and an internal control orientation set higher goals. Goal setting led to greater overall performance improvement for employees who had high self esteem or who perceived goal attainment to be instrumental for getting extrinsic rewards. Hypothesized relationships involving goal acceptance were not supported, which may have been due to a lack of validity for the goal acceptance measure.     

Effects of Task Complexity and Goal Specificity on Change in Strategy and Performance Over Time

In this study we examined whether task complexity interacts with goal specific- ity over multiple performance periods. A 2 x 2 x 3 design manipulated goal condition (specific difficult vs. do-your-best) and task complexity (simple vs. complex) over performance on 3 separate days. Results across performance periods indicated that do-your-best goals led to higher quantity of performance than specific difficult goals on a complex task, whereas specific difficult goals led to higher quantity of performance than do-your-best goals on a simpler version of the task. Additionally, goal specificity and task complexity led to greater change in strategy over repeated performance periods, with those in the complex, specific difficult condition exhibiting the highest amount of change in strategy. Finally, there were no differences in quality of performance for indi- viduals working on simple versus complex tasks. Implications of these findings and directions for future research are discussed.     

Drivers discuss ecodriving feedback: Goal setting,framing, and anchoring motivate new behaviors

Ecodriving, defined here as the adoption of energy efficient driving styles and practices (primarily moderating accelerations and decelerations, reducing top speeds, and improved maintenance practices), has long been recognized as a potential source of reductions in transportation energy use. Estimates of energy savings attributed to ecodriving range widely, from less than 5% to as high as 20% depending on the driving and experimental context. To explore the effects on ecodriving of interaction between drivers and in-vehicle energy feedback, a customized, interactive energy feedback interface was deployed in a field test with real-world drivers. This paper presents the results of interviews with 46 Plug-in Hybrid Electric Vehicle (PHEV) drivers who were given the ecodriving feedback interface for a multi-week trial including an interface off (baseline) and on (treatment) condition. This paper relies specifically on self-reports of driver motivations and behaviors to better understand what types of information motivated new ecodriving behavior; a future paper will investigate quantitative fuel consumption effects. Driver interviews at the conclusion of the study revealed that the introduction of feedback led three fourths of drivers to change driving styles to maximize on-road efficiency, at least in the short term. In addition, this study finds that the context of the feedback information, provided by a built-in goal or other contextualizing information such as a comparison value, is important for both comprehension and motivation. Personalization of the information allowed different drivers to access pertinent information, increasing the motivational value of the information. Instantaneous performance feedback such as real-time energy economy or power is used primarily for experimentation and learning of new ecodriving behaviors, whereas average performance feedback is used primarily for goal-setting and goal achievement. In addition, the direct comparison of personalized driver goals and average performance created a game-like experience that encouraged high achievement. Finally, the driver interviews revealed that feedback frames driving as a time to act in an efficient manner.     

Adjustment, Depression, and Minimal Goal Setting: The Moderating Effect of Performance Feedback

In this study I tested hypotheses about changes in expectancy and minimal goal statements and the relations of these variables to adjustment. Seventy-seven male college students completed the Rotter Incomplete Sentences Blank and the Beck Depression Inventory and subsequently received success or failure feedback on tasks for which they provided expectancy and minimal goal statements. Expectancies and minimal goals changed differently, relative to each other, as a function of performance feedback. Modest relations of adjustment and dysphoria with minimal goals were found, but these were moderated by performance feedback: Under failure, poorer adjustment and greater dysphoria were associated with higher minimal goals; under success, poorer adjustment and greater dysphoria were associated with lower minimal goals, contrary to a widely held hypothesis. Moreover, although the effects of adjustment and dysphoria on minimal goal setting were similar in strength and direction, these effects were independent of each other. Thus, adjustment-minimal goal relations must be understood in light of situational parameters and may reflect two processes, only one of which is related to mood.     

Effects of participative vs assigned goals and feedback in a multitrial task

A dynamic multitrial perspective on goal setting was adopted in order to investigate the effects of both goals (assigned vs participative) and goal-discrepant performance feedback on subsequent goal commitment and performance. Eighty subjects were initially assigned to either an assigned or participative goal condition, and performed a multitrial task with all subjects receiving goal discrepant performance feedback following the first task trial. Assigned rather than participative goal setting led to higher goal commitment, and large goal/feedback discrepancies led to greater reductions in subsequent goals. Because of these goal changes, the ability of initial goals to predict performance decreased over trials. However, when goal commitment, which reflects revised goals, was also considered, the ability to predict performance actually increased over trials. A moderating effect for need achievement was obtained such that higher-need achievers were more goal committed and performed better under participative goal setting than low-need achievers. Discussion focused on the practical and theoretical importance of a dynamic goal-setting perspective in explaining and predicting responses to goals and feedback systems.     

The Volitional and Strategic Effects of Planning on Task Performance and Goal Commitment

This study integrates action-control theory and goal-setting theory research on planning by examining whether the volitional (e.g., implementation intention and implemental mind-set) and intellectual (e.g., strategic) benefits of planning have independent and interactive effects on performance and goal commitment. Results show that individuals who formed implementation intentions performed better than individuals who did not form implementation intentions, even after controlling for strategy variables. In addition, the volitional and strategy variables interacted to predict performance, suggesting that the volitional benefits of planning depend, in part, on strategy quality. Although the implemental mind-set and implementation intention manipulations did not influence goal commitment, strategy quality was positively related to goal commitment.     

Goal conflict, goal striving, and psychological well-being

Although goal conflict is an important part of classic and contemporary theories of motivation, the correlates of goal conflict are not well understood. We identify and distinguish conflicting and facilitating goals, and assess relations with goal attainment and psychological well-being in a short-term, prospective study design. Results from multilevel models demonstrated that individuals with greater conflict were less successful in attaining their goals, but the goals they failed attain were not necessarily the ones in conflict. People who experienced goal conflict tended to be ruminative and hesitant, and reported greater levels of negative affect and increases in depression, anxiety, and psychosomatization. People who experienced goal facilitation reported greater levels of positive affect, life satisfaction, and successful goal attainment. This study identifies several implications of holding conflicting and facilitating goals, but also points to a theoretical inconsistency pertaining to goal conflict. Namely, conflicting goals may not be inherently less attainable than nonconflicting goals. We argue that distinguishing between goal- and person-level factors is essential for understanding goal striving.     

特质性与情境性成就目标定向对目标调节的影响

将209名初中生被试分为掌握、表现-接近与表现-回避三种特质性成就目标定向,随机分配在掌握定向与表现定向这两种情境性成就目标要求之下,依次阅读一系列10个同质性材料并回答一道位于每段材料之后并与该材料首句信息相关的选择题,根据被试完成每次任务的阅读时间与答题正确率,考察被试的实际目标定向以及目标调节变化过程。结果表明,特质性成就目标定向对学业成绩具有显著的预测作用,但在特定任务情境下,情境性目标要求掩盖了特质性目标的作用,而且,情境性表现目标的被试比情境性掌握目标的被试更快地调节目标以适应实验任务所隐含的实际目标线索。     

The Impact of Goal‐Performance Discrepancies,Self‐Efficacy,and Goal Orientation on Upward Goal Revision1

The present study examined the role of positive goal‐performance discrepancies (GPDs), self‐efficacy beliefs, and dispositional goal orientation on goal revision processes following performance feedback in a sample of 129 Icelandic job applicants. The results indicated that goal revision was primarily a function of the positive GPD encountered by individuals. However, this relationship was moderated by self‐efficacy, performance goal orientation, and learning goal orientation. Implications of these findings and directions for future research are discussed.     

The Impact of an Assigned Performance Goal on Feedback Seeking Behavior

This study was designed to test the impact of an assigned performance goal on feedback seeking behavior. Subjects brainstormed uses for two common objects. During the first brainstorming trial, all subjects performed without an explicit performance goal. For the second trial, half of the participants were assigned a goal. Feedback seeking behavior was defined as an intermedi- ate count of production taken by a subject as he or she worked on the task. Results showed that (a) subjects in the assigned goal condition were more likely to seek feedback about their performance than subjects who worked without a goal; and (b) among subjects in the goal condition, those who sought feedback were more likely to meet their goal than subjects who did not. These results support Ashford and Cummings's (1983) view that feed- back is sought because it is a resource that can be used to meet goals.     

Anticipated Success at Unconscious Goal Pursuit: Consequences for Mood, Self-Esteem, and the Evaluation of a Goal-Relevant Task

This study extends recent research showing that fulfillment of unconscious goals can have the same affective consequences as fulfillment of conscious goals (T. L. Chartrand, 2001). Participants were unobtrusively primed with stimuli either relevant or irrelevant to the goal to seek knowledge. Next, an opportunity to fulfill the knowledge-seeking goal was announced (i.e., a test and subsequent feedback on a fictitious cognitive ability). As expected, participants in the knowledge-goal condition responded more positively to the announcement in terms of mood, self-esteem, and test evaluation than did participants in the no-goal condition. Consistent with a motivational account, the priming procedure did not influence mood and self-esteem when these variables were measured before test announcement.