How a Reflection Intervention Improves the Effect of Learning Goals on Performance Outcomes in a Complex Decision-Making Task

We aim to advance the learning goal literature by examining the contingent effect of a reflection intervention on the relationship between learning goals and performance in a complex decision-making task. Data were obtained from a laboratory experiment with a microworld simulation as the experimental task. Participants were randomly allocated to one of the four conditions in a 2 × 2 (reflection intervention: yes vs. no; learning goals: easier vs. more challenging) between-subjects design (N = 140). Our findings suggest that both learning goals and reflection interventions are effective learning mechanisms in complex tasks. Reflection interventions strengthen the positive performance effect of learning goals. Specifically, the combination of a reflection intervention and more challenging learning goals leads to the highest performance. In the current dynamic business environment, effectively solving complex decision-making tasks is an enduring challenge. By integrating the reflection literature with goal-setting theory, we provide evidence of the joint effect of a reflection intervention and learning goals on subsequent task performance. Our findings help scholars and practitioners to design effective learning interventions to solve complex decision-making tasks. Our study is the first to investigate the joint effect of a reflection intervention (particularly, coached feedback reflection) and learning goals on task performance. Additionally, we are among the first to examine the combined use of learning goals and performance goals in a complex decision-making task.     

Real‐time performance monitoring,goal‐setting,and feedback for forklift drivers in a distribution centre

In this study conducted in two auto‐parts after‐market distribution centres, immediate performance goals and feedback were delivered to employees in a warehouse on wireless vehicle‐mounted computers. Engineered labour standards (ELS) calculated work‐unit goal times and presented the driver with immediate performance feedback. Ultimately, the ELS feedback was linked to the company's forklift driver team pallet‐per‐hour quota achievement. Replenishment performance for forklift drivers (N=12) was improved by 2.14 pallets per hour when an intervention package that included the depiction of goal times and immediate performance feedback on wireless vehicle‐mounted computers and a newly developed ELS. The implications of these findings, limitations, and safety issues are discussed in terms of operational issues regarding ELS in large industrial settings.     

The Moderating Effect of Performance Feedback and the Mediating Effect of Self-Set Goals on the Primed Goal-Performance Relationship

The effect of feedback and a self-set goal on the relationship between a goal primed in the subconscious and performance were examined in three laboratory experiments and one field experiment (n = 241, 465, 201, 74 respectively), using normative (bogus) and absolute feedback manipulations, and different performance tasks that were coded for both performance quality (i.e. creativity) and quantity. The hypothesis that providing feedback, a moderator in goal setting theory, amplifies the causal effect of a primed goal on performance was supported. Specifically, in experiment 1, participants were randomly assigned to a 2 (prime of effective vs. ineffective performance) × 3 (positive, negative, no feedback) factorial design. The primed goal for effective performance led to higher performance than the negative primed goal. In addition, feedback, regardless of its sign, increased both task and creative performance when a primed goal for effective performance was presented, but did not do so when the goal primed ineffective performance. This effect was replicated in two subsequent laboratory experiments which employed three primed goal conditions (effective/neutral/ineffective). In experiments 2 and 3, a consciously set goal, with no prompting by an experimenter, mediated the relationship between a primed goal and performance when feedback was provided. Experiment 4 provided a conceptual replication in a work setting, involving employees in a customer service department of a large communication company. Finally, a meta-analysis of these four experiments indicated an average effect size of d = 0.36, 95 per cent CI [0.23, 0.49] with no evidence of heterogeneity across the four experiments. These findings suggest that not only are subconscious goals a foundation for the difficulty level of consciously set goals, but in addition subconscious goals and conscious goals work together in affecting performance.     

Effects of Goal Choice,Strategy Choice,and Feedback Source on Goal Acceptance,Performance and Subsequent Goals1

This study examined the effects of goal choice, strategy choice, and feedback source on goal acceptance, performance, and future self-set goals. The results were partially consistent with earlier work by Earley and Kanfer (1985) in that goal and strategy choice interacted to affect initial performance and goal acceptance. However, the nature of the performance interaction was not as expected. Results pertaining to future goals and subsequent performance suggested that goal choice was an important determinant of future goals and that feedback, goal choice, and strategy choice interacted to influence subsequent performance. Contrary to expectations, feedback source did not exert a main effect on subsequent performance, goal setting, or perceptions of feedback acceptance and usefulness. Discussion centered on the differential impact of choice on perceptual and behavioral variables and the failure of self-feedback to significantly affect subsequent goals and performance.     

A Meta-Analysis of the Impact of Situationally Induced Achievement Goals on Task Performance

The purpose of this research was to meta-analyze studies which experimentally induced an achievement goal state to examine its causal effect on the individual’s performance at the task at hand, and to investigate the moderator effects of feedback anticipation and time pressure. The data set comprised 19 papers, 79 individual effect sizes, and 3,482 participants. Performance measures represented task performance across a variety of tasks. The findings indicate that relative to avoidance goals (either performance-avoidance goals or mastery-avoidance goals), approach goals (either mastery-approach goals or performance-approach goals) enhance task performance. Furthermore, relative to performance-approach goals, mastery-approach goals lead to better performance, particularly when individuals do not anticipate feedback and when there is no time pressure. Implications and future directions for research are discussed.     

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.     

The Effect of Process Feedback and Task Complexity on Personal Goals,Information Searching,and Performance Improvement1

This study concerned the joint effects of the richness of the feedback environment and task complexity on the development of goals, information search strategies, and performance improvement. A decision-making experiment found interactive effects of feedback and complexity on the number of personal goals, information search, and performance improvement. Further, goals and information search mediated the effect of feedback and complexity on performance over time.     

Modifying supervisory practices to improve subunit safety: a leadership-based intervention model

This article presents a leadership-based intervention model designed to modify supervisory monitoring and rewarding of subordinates' safety performance. Line supervisors received weekly feedback based on repeated episodic interviews with subordinates conceming the cumulative frequency of their safety-oriented interactions. This information identified the priority of safety over competing goals such as speed or schedules. Section managers received the same information and used it to communicate (high) safety priority. They also were trained to conduct episodic interviews to provide intermittent feedback after intervention, tuming safety priority into an explicit performance goal. Safety-oriented interaction increased significantly in the experimental groups but remained unchanged in the control groups. This change in safety-oriented interaction was accompanied by significant (and stable) changes in minor-injury rate, earplug use, and safety climate scores during the postintervention period.     

时间估计任务中的反馈加工和行为调节：来自ERP的证据

本研究采用时间估计任务, 利用高时间分辨率的ERP技术, 试图从时间进程上窥探行为调节的认知神经机制。该时间估计任务提供了指导行为调节的反馈信息有三类：时间估计的准确性、时间估计的不准确方向和不准确程度。行为结果表明, 被试根据前次时间估计的对错、不准确的方向和程度进行相应的调整。脑电成分发现, FRN对于时间估计的对、错敏感, 对时间估计的不准确的方向和程度不敏感, 显示FRN提供了粗略的、需要做出行为调节的早期预警信号; 相反, P300能够区别时间估计上不准确的方向和程度, 结合行为数据, 显示P300反映的是整合不同的信息来更新行为表征, 从而引导被试做出不同方向和不同程度的调节。这些结果表明, 行为调节的认知神经基础可能由两个阶段组成：早期传递需要做出行为调节的预警信号阶段和晚期整合信息来更新行为表征从而指导行为调节的阶段。     

Examining the effects of adult and peer mediated goal setting and feedback interventions for writing: Two studies

The current study investigated the effects of goal setting and performance feedback on Curriculum Based Measurement in Written Expression (CBM-WE). This two-study investigation examined the utility of the intervention using two different delivery mechanisms. In Study 1, fourth grade students (n = 114) were provided both with (a) feedback from their teachers regarding their performance on CBM-WE probes and (b) new weekly goals or no feedback and goals, once a week for a ten-week intervention period. Study 2 examined the effects of this intervention with a sample of fifth grade students (n = 106) when feedback and individual goals were provided by peers within their classrooms twice weekly over the course of eight weeks compared to a practice only control condition. Results in both studies indicated that students receiving the goal setting and feedback intervention performed significantly higher on production-dependent writing indices post-intervention than control groups (ES = .12–.28). Implications regarding the usefulness of goal setting and feedback utilizing CBM procedures are discussed.     

Encouraging performance monitoring promotes proactive control in children

Monitoring progression towards one's goals is essential for efficient cognitive control. Immature performance monitoring may contribute to suboptimal cognitive control engagement in childhood, potentially explaining why children engage control reactively even when proactive control would be more effective. This study investigated whether encouraging children to actively monitor their performance results in more mature control engagement. Electroencephalography data were collected while children and adults performed a flanker task in three conditions in which they were provided no feedback, standard feedback, or were asked to estimate their own feedback. Both age groups accurately estimated their own feedback. Critically, feedback estimation promoted online performance monitoring and proactive engagement of attention and inhibition during the flanker period in children. These findings indicate that proactive control engagement in childhood can be effectively supported by encouraging performance monitoring.     

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.     

Examining the Role of Narrative Performance Appraisal Comments on Performance

Despite their prevalence in performance appraisal systems and purported importance in theory, narrative performance appraisal comments have been rarely examined. This study aimed to contribute to the literature by developing and testing a theory of quality narrative feedback. The author argues that managerial feedback that is both directive (i.e., lengthy, specific, and includes goals) and motivational (i.e., positive and high in interactional justice) would be related to year-lagged performance. Negative and positive emotions are also proposed as mediators of this relationship. Performance appraisal comments were coded for a sample of 1,019 clinical nurses. The structural equations modeling results provided preliminary evidence that feedback favorability and interactional justice demonstrated significant direct and indirect (through positive and negative emotion) effects on year-lagged employee performance.     

The Joint Impact of Achievement Goals and Performance Feedback on Information Giving

This research examined how performance feedback moderates the effects of individuals' achievement goals on information exchange when carrying out a novel and complex task. Experiment 1 demonstrated that mastery goal individuals who received positive performance feedback gave less modified information about their task performance to their exchange partner relative to both mastery goal individuals who received negative feedback and performance goal individuals (who received either negative or positive feedback). In Experiment 2, we found that relative to performance goals, mastery goals led to a stronger reciprocity orientation and a weaker exploitation orientation. Also, mastery goal individuals provided information of higher quality than performance goal individuals, thereby explaining the observed findings in Experiment 1.     

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.     

Hedging Their Bets: A Longitudinal Study of The Trade-Offs Between Task and Contextual Performance in a Sales Organization

In a field study of 167 salespeople working within a hybrid control system where multiple goals are valued, we examine whether feedback on sales performance is an antecedent to managerial ratings of task and contextual performance. Consistent with a hedge your bets strategy, results showed that the relationship between sales performance and ratings of interpersonal facilitation was curvilinear and moderated by political skill. Whereas sales performance and ratings of task performance and job dedication were positively related, interpersonal facilitation was negatively related to subsequent sales performance, suggesting that those who hedged their bets were less likely to achieve future sales goals.     

Electronic performance self-monitoring and engineered labor standards for “man-up” drivers in a distribution center

Electronic Performance Monitoring (EPM) represents the future of performance feedback where supervisors can electronically monitor the amount and quality of work an employee is producing and have objective indicators of employee performance immediately available and visible. In this study, immediate performance feedback and self-monitoring was delivered to employees in the warehouse on wireless vehicle-mounted computers. Order picking performance for “man-up” drivers (N = 10) was improved by three cases per hour per person in an auto-parts after-market distribution center when an intervention package that included the depiction of goal times and immediate performance feedback on wireless vehicle-mounted computers and a newly developed engineered labor standard (ELS). The implications of these findings and limitations are discussed in terms of operational and ethical issues regarding EPM in large industrial settings.     

反馈干预对学习判断的影响

将反馈干预作为外部线索引入元记忆研究,采用重复学习任务,在第一轮次学习-测验之后插入反馈干预,用两个实验分别考查任务反馈和能力反馈两种形式下的反馈效价对第二轮次即时学习判断的影响.结果表明：①在学习过程中,学习者会进行自我监测;②在任务反馈形式下,反馈信息与自我监测信息冲突,导致反馈干预对元认知监测和认知过程没有影响;③在能力反馈形式下,反馈信息与自我监测信息的冲突消失,结果消极反馈影响了元认知监测.由此得出结论：只有在不与自我监测信息冲突的情况下,反馈干预才对学习判断产生影响.此外,在有反馈干预的情况下,两个实验中都出现了显著的练习伴随低估效应.     

Feedback type as a moderator of the relationship between achievement goals and feedback reactions

The aim of the current study is to shed new light on the inconsistent relationship between performance‐approach (PAp) goals and feedback reactions by examining feedback type as a moderator. Results of a field experiment (N = 939) using a web‐based work simulation task showed that the effect of achievement‐approach goals was moderated by feedback type. Relative to individuals pursuing mastery‐approach goals, individuals pursuing PAp goals responded more negatively to comparative feedback but not to task‐referenced feedback. In line with the hypothesized mediated moderation model, the interaction between achievement goals and feedback type also indirectly affected task performance through feedback reactions. Providing employees with feedback is a key psychological principle used in a wide range of human resource and performance management instruments (e.g., developmental assessment centres, multi‐source/360° feedback, training, selection, performance appraisal, management education, computer‐adaptive testing, and coaching). The current study suggests that organizations need to strike a balance between encouraging learning and encouraging performance, as too much emphasis on comparative performance (both in goal inducement and in feedback style) may be detrimental to employees' reactions and rate of performance improvement.