The influence of monetary incentives on goal choice,goal commitment,and task performance

This study was designed to investigate the mechanism by which monetary incentives influence goal choice, goal commitment, and task performance. It is hypothesized that the explanation for incentive effects on goals and performance is in their influence on mediating events. A model attempting to explain the process of goal choice, work motivation, and performance in terms of cognitions is presented. Subjects were recruited for 5 days of part-time employment in a simulated organization to perform a clerical data transfer task. The 130 subjects were assigned randomly to 7 experimental conditions differing in terms of the magnitude of incentive offered for various levels of performance. The quantity and quality of performance was recorded daily and research questionnaires were administered at different times during their employment. Results provide support for the model presented and therefore suggest that the process of goal choice and commitment is central to understanding how incentives influence goals, motivation, and performance. The model provides a useful basis for investigating the relationships between organizational context and employee cognitions and for integrating goal setting with expectancy theory. The findings and future research issues are discussed.     

Effects of leader sex,subordinate sex,and subordinate performance on the use of influence strategies

The study examined the effects of leader sex, subordinate sex, and subordinate performance on leaders' use of influence strategies. Forty-two male and 42 female engineering undergraduates participated in role-playing situations. Relative to females, males reported a greater likelihood of using such influence strategies as negative sanction, assertiveness, reward, and exchange. In general, subjects tended to employ more of negative sanction and assertiveness and less of reward and exchange when dealing with poorly performing subordinates than with well-performing subordinates. While the subordinate sex had little impact, few interactions were noted. Implications of these findings both for those in leadership roles and for future research are discussed.An earlier version of this paper was presented at the Australian Bicentennial Meeting of Social Psychologists at Leura Bluemountains, Australia, August 1988. I thank Managal Dev, S. Pal, A. K. Tripathi, and Sanjay Tripathi for their help in collecting the data. I also extend my gratitude to an anonymous reviewer, and to Bijoy Boruah and Kanika Tandon for helpful comments.     

Subordinates' perceptions of leaders in task-performing dyads: Effects of sex of leader and subordinate,method of leader selection,and performance feedback

Two hundred twenty-four subjects worked as subordinates in dyads with unseen, bogus leaders, attempting to solve a simulated business problem in personnel decision making. Members of each dyad communicated and reached a decision by exchanging written notes. Sex of subject, sex of leader, method of selection of the leader (on the basis of skill or on a random basis), and feedback about the dyad's performance (success or failure) were manipulated in a factorial design. Results revealed sex-related effects in subjects' attributions of responsibility for task performance, and in both their direct and indirect evaluations of the leader's and their own relative performances. Willingness to continue working with the leader, however, did not differ as a function of the sex of either the subjects or the leader. Instead, subjects showed a preference for continuing to work with a successful leader rather than an unsuccessful one.     

Sex of leader,leader behavior,and subordinate satisfaction

A 2×2×2 factorial design was employed to examine the influence of instructed leadership style, sex of leader, and sex of followers on leader behavior, subordinate satisfaction, and productivity in a simple task. In general, male and female leaders were equally able and equally willing to display autocratic and democratic leadership styles if so instructed. Similarly, leader sex did not have a significant influence on subordinate satisfaction or productivity either by itself or in interaction with leadership style or follower sex.     

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.     

Achievement goals, task performance, and interest: why perceived goal difficulty matters

In field studies, mastery goals, which focus on developing skill, often predict task interest but not actual performance. Performance-approach goals, which focus on outperforming others, instead often predict strong performance but not interest. Two experiments tested the hypothesis that these distinct goal effects trace to goal difficulty perceptions. In each study, participants assigned to a performance-approach goal perceived their goal to be harder, and therefore felt more performance pressure, than those assigned to a mastery goal. Among participants low in dispositional achievement orientation, this experience translated into lower task interest when pursuing the performance-approach goal. However, participants in both studies also performed the activity better when pursuing this goal instead of a standard mastery goal, although this was not mediated by self-reported goal difficulty perceptions. Finally, further demonstrating the role of goal difficulty, a mastery goal manipulated to appear more difficult than a standard mastery goal produced effects matching the performance-approach goal.     

The effects of goal difficulty on physiological arousal, cognition, and task performance.

Two laboratory experiments with 117 undergraduate students were conducted to examine (a) the effect of assigned goal difficulty on arousal (self-report and heart rate), cognition (perceived norm, self-efficacy strength, and personal goal), and behavioral (task performance) measures and (b) the role of heart rate as a mediator of the goal-difficulty-performance relation. All Ss performed a task requiring cognitive and physical responses. Results of both experiments demonstrated that assigned goal difficulty affected heart rate, cognition, and task performance and that heart-rate change was positively related to the cognitive and behavioral measures. Regression analyses suggested that a cognitive-affective mechanism may mediate the goal-difficulty-performance relation. Discussion is focused on the theoretical and practical implications of integrating an arousal concept within goal-setting theory.     

Vicissitudes of goal commitment: Satisfaction,investments, and alternatives

Constructs typically used to understand commitment between individuals were used to elucidate individual differences in goal commitment. In Study 1, 299 college students completed assessments of goal satisfaction, investments, alternatives and commitment regarding an academic goal. Structural equation modeling demonstrated confirmatory evidence for satisfaction’s, investments’, and alternatives’ collective impact on people’s goal commitment. In Study 2, the model components were manipulated by having 236 college students considered the goal to learn a new language and read information suggesting they were high or low in satisfaction, investments, and alternatives. Results demonstrated all three factors had a causal impact on people’s level of goal commitment. Both studies found an individual’s level of goal commitment was strongest when satisfaction and investments were high and the impact of alternatives was low.     

Manager-subordinate dyads: Relationships among task and social contact,manager friendliness and subordinate performance in management groups

A survey of management teams is undertaken to examine task and social contact within manager-subordinate dyads. The evidence presented suggests that managers sustain different relationships with subordinates depending on their level of task performance. Subordinates who are rated high on performance have high task contact with their manager, whose behavior is experienced by them as friendly. Those who perform at a low level have low task contact with the manager and experience relatively little friendliness. Contrary to our prediction, friendliness does not lead to social interaction. The implications for both team building and current leadership theories are explored.     

Sex of leader and subordinate role stress: A field study

This research examines the relationship between sex of leader and subordinate perceptions of two dimensions of role stress — role conflict and role ambiguity — as moderated by subordinate job level, age, and sex. Interaction effects for sex of leader also are investigated. Subjects are 184 supervisory and nonsupervisory employees of a psychiatric hospital. Results suggest that sex of leader does not significantly affect subordinate role conflict and role ambiguity. Most interactions were nonsignificant.     

Flow experience and team performance: The role of team goal commitment and information exchange

While a number of studies show that the flow experience is related to different outcomes at the individual level, the role of flow in work teams remains unclear. This study contributes to the advancement of knowledge on flow by testing the relationships between this psychological state, team goal commitment and team performance. Data were gathered from 85 teams comprised of graduate and undergraduate students who participated in a project management simulation. The results show that the flow experience is positively related to team performance. This relationship is mediated by team goal commitment and moderated by the level of information exchange between team members. In practical terms, the results of this study show that managers should implement interventions fostering the flow experience in their teams, while at the same time encouraging information exchange between members.     

Subordinate regulatory mode and leader power: Interpersonal regulatory complementarity predicts task performance

This research examines the implications of locomotion regulatory mode (orientation toward making progress on goals) and assessment regulatory mode (orientation toward critically evaluating alternatives) for employees' performance. Regulatory mode theory suggests that, although these are both integral to self‐regulation, they may also function independently of one another and affect distinct, but equally important, performance aspects. We propose and find that performance of locomotion‐oriented employees is complemented by their leader's expert power (ability to provide superior knowledge and information), whereas performance of assessment‐oriented employees is complemented by their leader's coercive power (ability to administer negative consequences). These findings support the regulatory mode interpersonal complementarity hypothesis and show that complementarity plays a role in self‐regulation of objective performance. Copyright © 2013 John Wiley & Sons, Ltd.     

Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance

Using a predominantly male research and development (R&D) sample and a predominantly female customer service personnel sample, we investigated how authoritarian and benevolent leadership styles interact with leader gender to influence subordinate performance (i.e., task performance, citizenship behavior, and creativity). Our research extends role congruity theory (Eagly & Karau, 2002) by adopting  and  attribution principles to offer a more comprehensive framework for explaining how leader gender affects the impact of leadership styles on subordinate performance. Our results suggest that the negative relationship between authoritarian leadership and subordinate performance is stronger for female than for male leaders and that the positive relationship between benevolent leadership and subordinate performance is stronger for male than for female leaders. Accordingly, in addition to leaders’ engaging in gender-role congruent behaviors, a useful strategy is to adopt behaviors that are perceived as a positive deviation from their gender role.     

An interactive approach to work motivation: The effects of competition,rewards, and goal difficulty on task performance

This study examined the interactive effects of competition, rewards, and goal difficulty on task performance and goal commitment. Students were assigned to one of eight experimental conditions and participated in a computerized anagram solution task. Rewards significantly increased performance, especially along with difficult goals. Competition was not found to have an effect on goal commitment or task performance, and goal difficulty increased performance although the results did not reach statistical significance. Goal commitment was shown to have a direct effect on task performance as opposed to a moderating role in the goal level-task performance relationship. A discussion of the findings and suggestions for further research are included.DePaul University     

Effects of task performance and contextual performance on systemic rewards

Evidence from 2 samples of Air Force mechanics supported the hypothesis that contextual performance affects employees' career advancement and rewards over time. Results of hierarchical regressions controlling for experience showed task performance and contextual performance each predicted systemic rewards. Each facet explained separate variance in promotability ratings over 2 years. In both samples, contextual performance explained separate variance in informal rewards but task performance did not. Task performance explained incremental variance in career advancement 1 year later but contextual performance did not. Analyses using correlations corrected for unreliability suggest these results cannot be attributed to measurement error. Contextual performance still explained separate variance in informal rewards, and task performance explained distinct variance in career advancement a year later.