I'm worth more than you! Effects of reward interdependence on performance,cohesion, emotion and effort during team competition

ObjectivesTo examine the effects of reward structures on the performance of a motor task. To evaluate the effects of reward interdependence on performance, cohesion, emotion, and effort during intergroup (team) competition.DesignAn experimental design was used to compare the effects of reward interdependence (no, low, high) on performance of a strength and endurance task.MethodParticipants (N = 111) performed a 3-min handgrip task as a member of a team of four under three reward interdependence conditions (no; low, with an even split of prize money; high, with an uneven split of prize money) in head-to-head competitions against another team. Task performance was assessed using the cumulative force production total. Task-related cohesion, enjoyment, anxiety and effort were measured using self-report scales.ResultsPerformance was better with rewards than no reward, and better with high than low reward interdependence. Team cohesion was highest with low reward interdependence. Effort was greater with rewards than no reward. Anxiety and enjoyment did not vary among the reward conditions. Mediation analyses indicated that increased cohesion mediated improvements in performance from no reward to low reward interdependence conditions, and increased effort mediated improvements in performance from no reward to both low and high reward interdependence conditions.ConclusionPerformance of a simple physical task in team competition was facilitated by rewards, with optimal performance associated with unequal rewards (i.e., performance-related pay). The benefits of performing with rewards compared to no rewards were explained by increased cohesion and effort. Social interdependence theory can help explain performance of simple motor tasks during team-based competitions. The findings have implications for the pay structures adopted by sports teams.     

Effects of goal difficulty, self-set goals, and monetary rewards on dual task performance

The present study tests the effects of goal difficulty, goal origin (self-set vs assigned), and monetary rewards (present vs absent) on the simultaneous performance of two tasks (dual-task paradigm). Participants were 32 students working simultaneously on a computerized task of letter typing with the right hand and digit classification with the left hand. A 2 (self-set vs assigned goals) × 2 (present vs absent contingent monetary rewards) × 3 (easy, moderate, and difficult goals) factorial design with goal difficulty as the repeated factor was employed. Each task element was performed under easy, moderate, and difficult goals, which appeared in six consecutive trials of varied order within each experimental condition. Results indicate that self-set goals without monetary rewards led to the highest performance levels, whereas the combination of self-set goals and monetary rewards was detrimental to performance. These findings occurred (except in one case) only when goals were of either moderate Or high difficulty.     

Rewards and creative performance: a meta-analytic test of theoretically derived hypotheses

Although many scholars and practitioners are interested in understanding how to motivate individuals to be more creative, whether and how rewards affect creativity remain unclear. We argue that the conflicting evidence may be due to differences between studies in terms of reward conditions and the context in which rewards are offered. Specifically, we examine 5 potential moderators of the rewards-creative performance relationship: (a) the reward contingency, (b) the extent to which participants are provided information about their past or current creative performance, (c) the extent to which the reward and context offer choice or impose control, (d) the extent to which the context serves to enhance task engagement, and (e) the extent to which the performance tasks are complex. Using random-effects models, we meta-analyzed 60 experimental and nonexperimental studies (including 69 independent samples) that examined the rewards-creativity relationship with children or adults. Our results suggest that creativity-contingent rewards tend to increase creative performance-and are more positively related to creative performance when individuals are given more positive, contingent, and task-focused performance feedback and are provided more choice (and are less controlled). In contrast, performance-contingent or completion-contingent rewards tend to have a slight negative effect on creative performance.     

Self-reinforcement: Impact of instructions,criterion setting,and tangible rewards

This investigation was designed to ascertain the effects of instructions, criterion setting, and the presence of tangible rewards on the self-reinforcement process. Fifty-two third- and fourth-grade subjects were assigned to one of four treatment groups: (a) stringent instructions/criterion setting/tangible reward, (b) stringent instructions/criterion setting/no tangible reward, (c) nonstringent instructions/criterion setting/tangible reward, and (d) nonstringent instructions/no tangible reward. In the stringent-instruction conditions, subjects received social reinforcement for selecting stringent performance criteria, whereas in the non-stringent-instruction conditions, social reinforcement was withheld. Subjects in the tangible-reward groups were allowed to select a prize following the successful completion of their self-selected work performance. Subjects in the no-tangible-reward groups received no prizes for their work. All subjects performed an arithmetic task in which the number of correct problems completed, number of problems attempted, and time at task served as dependent variables across five reinforcement and two extinction trials. The results suggest that the condition of stringent instructions, criterion setting, and tangible reward was more effective in producing behavior change than the other three conditions. Perceived task difficulty and previous achievement on arithmetic task performance were shown to affect criteria selected and mathematical performance. The results are discussed in light of the contributory role of instructions, criterion setting, and tangible rewards on the self-reinforcement procedure.This study is based on a doctoral dissertation submitted to the Faculty of Arts and Sciences at the University of Pittsburgh by Helen L. Evans. Dr. Russell T. Jones was the dissertation committee chairperson. It was partially funded by an American Psychological Association Minority Fellowship awarded to the first author. Special thanks are extended to the committee members, Drs. Lloyd Bond, Robert Glaser, Johnny Matson, and Samuel M. Turner, for their assistance. The authors would like to thank Thomas DeVoge, Paul Karoly, and Samuel M. Turner for reading and commenting on an early draft of this study. Portions of this paper were presented at the 1982 APA convention.     

The Effects of Computer Monitoring,Standards, and Rewards on Work Performance,Job Satisfaction,and Stress1

The effects of automated computer monitoring under different conditions of performance standards and reward were examined in two studies conducted in a simulated organization. In the first study, 37 computer operators were divided into six groups who worked for a 2-week period under different levels of performance standards. Individual keystrokes per hour and productive time was monitored by the computers for all of the groups (one group was a control group which was monitored but was unaware of the monitoring). Four of the six groups were assigned work standards, and performance against standards was also monitored for these four groups. Feedback reports on the monitored performance were available on demand at the individual consoles for those groups which were informed of the monitoring. The results showed that computer monitoring and feedback led to increased key rate compared to the control group which was not aware of monitoring. There was little effect of monitoring on work quality, satisfaction, and stress. In the second study, 24 operators worked for a 9-week period under various performance standards and rewards. Individual keystrokes per hour, productive time, and performance against standards were monitored by the computers for all workers. Feedback reports on performance against standards and rewards earned were available on demand at the individual consoles. The results revealed that the feedback from different combinations of standards and rewards had varying effects on performance, satisfaction, and stress. These effects, and the results from the first study, are discussed in terms of goal setting and expectancy theory.     

Cueing task goals and earning money: Relatively high monetary rewards reduce failures to act on goals in a Stroop task

We examined the role of monetary rewards in failures to act on goals in a Stroop task. Based on recent developments in theorizing on the interplay between rewards and cognitive control, we hypothesized that relatively high monetary rewards enhance the focus and stability of a cued task goal compared to low monetary rewards, and hence cause a reduction in failures to act on current task goals under circumstances that warrant top–down goal implementation. To test this, participants received a modified version of the Stroop task, in which they were either briefly cued with the goal of naming the color or meaning of targets on a trial-by-trial basis. After goal cuing, but before presenting the target, either a low or high reward cue was presented. Results showed that higher rewards produced a general speed-up. More importantly, Stroop interference on error rates was lower in the high reward condition compared to the low reward condition, revealing that the rewards enhanced focus and stability of the cued goal. These results provide support for theorizing that reward processing modulates utility assessment of current goals by affecting attention to facilitate goal-directed behavior.     

Expectations,gains, and losses in the anterior cingulate cortex

The anterior cingulate cortex (ACC) participates in evaluating actions and outcomes. Little is known on how action-reward values are processed in ACC and if the context in which actions are performed influences this processing. In the present article, we report ACC unit activity of monkeys performing two tasks. The first task tested whether the encoding of reward values is context dependent—that is, dependent on the size of the other rewards that are available in the current block of trials. The second task tested whether unexpected events signaling a change in reward are represented. We show that the context created by a block design (i.e., the context of possible alternative rewards) influences the encoding of reward values, even if no decision or choice is required. ACC activity encodes the relative and not absolute expected reward values. Moreover, cingulate activity signals and evaluates when reward expectations are violated by unexpected stimuli, indicating reward gains or losses.     

The effect of goal setting on group performance: a meta-analysis

Updating and extending the work of O'Leary-Kelly, Martocchio, and Frink (1994), with this meta-analysis on goal setting and group performance we show that specific difficult goals yield considerably higher group performance compared with nonspecific goals (d = 0.80 ± 0.35, k = 23 effect sizes). Moderately difficult and easy goals were also associated with performance benefits relative to nonspecific goals, but these effects were smaller. The overall effect size for all group goals was d = 0.56 ± 0.19 (k = 49). Unexpectedly, task interdependence, task complexity, and participation did not moderate the effect of group goals. Our inventory of multilevel goals in interdependent groups indicated that the effect of individual goals in groups on group performance was contingent upon the focus of the goal: "Egocentric" individual goals, aimed at maximizing individual performance, yielded a particularly negative group-performance effect (d = -1.75 ± 0.60, k = 6), whereas "groupcentric" goals, aimed at maximizing the individual contribution to the group's performance, showed a positive effect (d = 1.20 ± 1.03, k = 4). These findings demonstrate that group goals have a robust effect on group performance. Individual goals can also promote group performance but should be used with caution in interdependent groups. Future research might explore the role of multilevel goals for group performance in more detail. The striking lack of recent field studies in organizational settings that emerged from our brief review of trends in group goal-setting research should be taken into account when designing future studies in this domain.     

Increasing and decreasing intrinsic interest with contingent rewards: A test of cognitive evaluation theory

The study examined Deci's (Deci, E. L. Intrinsic motivation. New York: Plenum Press, 1975) hypotheses regarding the effects of contingent rewards on intrinsic task interest. Seventy-two male university students worked on a series of puzzles and were given either a high value reward ($1.50) or a low value reward ($.45). The money was given either contingent upon the simple execution of the task (task-contingent), contingent upon the ostensible attainment of a performance criterion level (criterion-contingent), or noncontingent and unexpected (control). Compared to the high payment control subjects, subjects who received the task-contingent high reward rated the task as less interesting, while subjects who received the criterion-contingent high reward rated it as more interesting. Also, subjects expressed less interest in the task after receiving the high task-contingent reward than the low task-contingent reward, but indicated greater interest after receiving the high criterion-contingent reward than the low criterion-contingent reward. It was concluded that substantial support was obtained for Deci's (1975) cognitive evaluation theory.     

Motivation, Cognition, and Action: An Analysis of Studies of Task Goals and Knowledge

This paper begins by analysing the nature of cognition and of motivation, especially as they relate to the operation of the subconscious. The interdependence of cognition and motivation is demonstrated. This interdependence is then illustrated through an analysis of studies on goal setting and task strategies (task knowledge) in relation to task performance. Three types of relationships have been found: direct, separate effects of goals and strategies; interactions between goals and strategies (moderation); and the mediation of goal effects by strategies. It is argued that there is really one underlying model that accounts for all of these findings. There are two paths to performance, one motivated by goals and another motivated by other factors. Each is or can be associated with relevant task knowledge. 'Direct' goal effects occur when the subjects already possess relevant task knowledge, but that knowledge is not measured. (If it were measured, there would be mediation.) Direct strategy effects occur when subjects are motivated to discover or use relevant strategies by (unmeasured) motives that are not a product of the performance goal. Moderation occurs when there is no task knowledge tied to the goals but knowledge derives from other sources, which combines with goals to produce performance. Mediation occurs when goals produce measured task knowledge, which, when controlled, vitiates the goal effect. This model suggests ideas for further research.     

The interactive effects of person-focused citizenship behaviour,task interdependence,and virtuality on team performance

A multifactorial between-groups experiment examined the effects of person-focused organizational citizenship behaviours (OCBP) on the performance of teams characterized by different levels of virtuality and task interdependence. Results reveal in low virtual teams the moderating effects of task interdependence on the OCBP–team performance relationship are positive; however, these effects are reversed in high virtual teams. Using social presence and task–technology fit theories, our results indicate that task context affects how OCBP impacts team performance, particularly across different levels of team virtuality. The implications for research on OCB and the management of virtual teams are discussed.     

A new perspective on human reward research: How consciously and unconsciously perceived reward information influences performance

The question of how human performance can be improved through rewards is a recurrent topic of interest in psychology and neuroscience. Traditional, cognitive approaches to this topic have focused solely on consciously communicated rewards. Recently, a largely neuroscience-inspired perspective has emerged to examine the potential role of conscious awareness of reward information in effective reward pursuit. The present article reviews research employing a newly developed monetary-reward-priming paradigm that allows for a systematic investigation of this perspective. We analyze this research to identify similarities and differences in how consciously and unconsciously perceived rewards impact three distinct aspects relevant to performance: decision making, task preparation, and task execution. We further discuss whether conscious awareness, in modulating the effects of reward information, plays a role similar to its role in modulating the effects of other affective information. Implications of these insights for understanding the role of consciousness in modulating goal-directed behavior more generally are discussed.     

The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange

This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and contingent rewards) and punishment behavior would be important antecedents. Results based on a sample of 211 employee-supervisor dyads indicated that organizational justice, inclusion, and recognition were related to POS and contingent rewards were related to LMX. In terms of consequences, POS was related to employee commitment and organizational citizenship behavior, whereas LMX predicted performance ratings.     

Failure to exploit learned spatial value information during visual search

ABSTRACT

In recent years there has been rapid proliferation of studies demonstrating how reward learning guides visual search. However, most of these studies have focused on feature-based reward, and there has been scant evidence supporting the learning of space-based reward. We raise the possibility that the visual search apparatus is impenetrable to spatial value contingencies, even when such contingencies are learned and represented online in a separate knowledge domain. In three experiments, we interleaved a visual choice task with a visual search task in which one display quadrant produced greater monetary rewards than the remaining quadrants. We found that participants consistently exploited this spatial value contingency during the choice task but not during the search task – even when these tasks were interleaved within the same trials and when rewards were contingent on response speed. These results suggest that the expression of spatial value information is task specific and that the visual search apparatus could be impenetrable to spatial reward information. Such findings are consistent with an evolutionary framework in which the search apparatus has little to gain from spatial value information in most real world situations.     

Outcome interdependence shapes the effects of prevention focus on team processes and performance

Although the effects of regulatory focus on individual-level performance have often been studied, relatively little is yet known about team-level effects. Filling this void, we integrate the notion that promotion-focused individuals are concerned with progress and achievement, whereas prevention-focused individuals are concerned with security and vigilance, with the insight that team processes and performance depend on outcome interdependence (individual versus team rewards). The hypothesis that prevention-focused teams react more strongly than promotion-focused teams to differences in outcome interdependence was tested among 50 teams performing an interactive command-and-control simulation. Regulatory focus and outcome interdependence were both manipulated. The results showed that prevention-focused teams working for team rather than individual rewards reported higher work engagement and less error intolerance, coordinated more effectively, and performed better. Promotion-focused teams were not influenced by outcome interdependence. We discuss the implications of our results for theory and effective team management.     

The Role of Subjective Task Complexity in Goal Orientation,Self-Efficacy,and Performance Relations

We examined the role of subjective task complexity in goal orientation effects on self-efficacy and performance on a computerized simulation of a class scheduling task (N = 138). Results indicated that goal orientation effects on performance were mediated by subjective task complexity. In addition, our results revealed that subjective task complexity was related to self-efficacy but not cognitive ability. Moreover, subjective task complexity effects on performance were mediated by self-efficacy, and goal orientation effects on self-efficacy were mediated by subjective task complexity. Results are discussed in terms of conceptual relations between goal orientation, subjective task complexity, self-efficacy, and performance.     

Goal Setting Effects on Implicit and Explicit Learning of Complex Tasks

The robust finding that setting difficult, specific goals leads to increased performance on simple tasks has not generalized to complex task performance. The results of the present research suggest that the moderating effect of task complexity on the goal–performance relationship is due to confounding goal difficulty with explicit and implicit learning. Two multiple cue probability learning studies were performed keeping the learning mode constant while varying goal difficulty. Study 1 examined goal setting effects on performance when task processing was implicit. Consistent with previous research on complex tasks, setting difficult, specific goals did not result in performance gains. Study 2 demonstrated that when complex task processing is explicit, goal setting results in gradual but steady improvements in complex task performance. Protocol analysis of strategies used by participants indicate that goal setting resulted in increased performance through the development of better strategies.     

The differential influences of positive affect,random reward,and performance-contingent reward on cognitive control

Growing evidence suggests that positive affect and reward have differential effects on cognitive control. So far, however, these effects have never been studied together. Here, the authors present one behavioral study investigating the influences of positive affect and reward (contingent and noncontingent) on proactive control. A modified version of the AX-continuous performance task, which has repeatedly been shown to be sensitive to reward and affect manipulations, was used. In a first phase, two experimental groups received either neutral or positive affective pictures before every trial. In a second phase, the two halves of a given affect group additionally received, respectively, performance-contingent or random rewards. The results replicated the typical affect effect, in terms of reduced proactive control under positive as compared to neutral affect. Also, the typical reward effects associated with increased proactive control were replicated. Most interestingly, performance-contingent reward counteracted the positive affect effect, whereas random reward mirrored that effect. In sum, this study provides first evidence that performance-contingent reward, on the one hand, and positive affect and performance-noncontingent reward, on the other hand, have oppositional effects on cognitive control: Only performance-contingent reward showed a motivational effect in terms of a strategy shift toward increased proactive control, whereas positive affect alone and performance-noncontingent reward reduced proactive control. Moreover, the integrative design of this study revealed the vulnerability of positive affect effects to motivational manipulations. The results are discussed with respect to current neuroscientific theories of the effects of dopamine on affect, reward, and cognitive control.     

Effects of task interdependence and communication technologies synchrony on performance in virtual teams

Effects of task interdependence and communication technologies synchrony on performance in virtual teams. Survey results of 197 employees from 41 work groups in a large multinational software firm were used to investigate the effects of within-group task interdependence and the degree of communication synchrony on performance in virtual teams (VTs). The analyses revealed a moderating effect of task interdependence on the relationship between the degree of communications synchrony and performance in VT. We found that superior VTs performance is contingent on the fit between the nature of the task (i.e., task interdependence) and the choice of communications modality. This study complements previous research providing additional evidence of how task-technology interaction affects VTs performance, and extends previous findings obtained with ad-hoc groups in laboratory settings to natural, organizational teams.     

Rewards,Intrinsic Motivation,and Creativity: A Case Study of Conceptual and Methodological Isolation

Three decades of research have failed to produce general agreement concerning the effects of reward on creativity. We believe that the problem stems not from any great complexity of research findings, but primarily from the clash between romantic and behaviorist worldviews concerning basic human nature. Isolation of these research camps has produced narrow perspectives and failures to correct persisting methodological flaws. Research correcting these flaws suggests that rewards for novel performance increase intrinsic motivation and creativity, whereas rewards for conventional performance decrease intrinsic motivation and creativity. Creative motivational orientation, enhanced by rewards, strongly affects innovative performance.