Goal-directed imitation: the means to an end

The effects of goal-directed imitation and observational learning were examined whilst learning a goal-directed motor skill (three-ball cascade juggling). An observational learning (OL) group observed a model and a control (CON) group received minimal verbal instructions regarding how to hold and release the juggling balls. The OL group performed more juggling cycles across practice and retention than the CON group. In addition, the OL group's upper limb coordination and ball flight trajectory pattern were more similar to the model's movements than the CON group. These data show that when the to-be-learnt movement pattern and end-goal are not specified by the task's mechanical constraints, or can be achieved by modifying a pre-existing motor skill, individuals have difficulty learning on the basis of discovery processes alone. Under these circumstances, observational learning is effective because it conveys to the individual the specific means by which the end-goal can be achieved. These findings lead us to suggest that when the end-goal and the means to achieve the end-goal are directly linked, the means are given sufficient weight in the goal hierarchy such that the model's movement is imitated.     

The performance implications of ambivalent initiative: The interplay of autonomous and controlled motivations

Although initiative is thought to contribute to higher performance, researchers have called for a more comprehensive understanding of the contingencies for this relationship. Building on self-determination theory, we propose that initiative is more likely to predict performance when individuals experience autonomous and not controlled motivation. Across two studies, we find support for a hypothesized three-way interaction between initiative, autonomous motivation, and controlled motivation in predicting individual performance. In Study 1, the personal initiative reported by job applicants was most positively related to the number of job offers that they received several months later when they experienced high autonomous motivation and low controlled motivation. In Study 2, the objective initiative taken by call center employees was most positively related to the revenue that they generated in subsequent months when they reported high autonomous motivation and low controlled motivation. We discuss theoretical implications for motivation, initiative, proactivity, and performance.     

Feedback and the rationing of time and effort among competing tasks

The study described here tested a model of how characteristics of the feedback environment influence the allocation of resources (time and effort) among competing tasks. Results demonstrated that performers invest more resources on tasks for which higher quality (more timely and more specific) feedback is available; this effect was partially mediated by task salience and task expectancies. Feedback timing and feedback specificity demonstrated both main and interaction effects on resource allocations. Results also demonstrated that performers do better on tasks for which higher quality feedback is available; this effect was mediated by resources allocated to tasks. The practical and theoretical implications of the role of the feedback environment in managing performance are discussed.     

Observational modeling effects for movement dynamics and movement outcome measures across differing task constraints: a meta-analysis

The authors conducted a meta-analysis of the observational modeling literature to quantify overall between-participants treatment effects obtained when movement behaviors are acquired. Effects were obtained and reported separately for movement dynamics (MD) and movement outcome (MO) measures. The overall mean observational modeling treatment effects (delta(u)Bi) were 0.77 and 0.17, respectively, for MD and MO measures. The effects reflected a significant advantage of observational modeling over practice-only control conditions. Most important, the magnitude of the obtained effects was far stronger for MD than for MO measures, confirming a distinctive response to observational modeling during motor learning. The advantage for MD measures over observational modeling measures was replicated for different types of tasks. Observational modeling was particularly beneficial for serial tasks (delta(u)Bi = 1.62 and 0.61, respectively, for MD and MO). There were slightly reduced effects for continuous tasks (delta(u)Bi = 1.01 and 0.51, respectively, for MD and MO) and smaller to medium-sized effects for discrete tasks (delta(u)Bi = 0.56 and 0.10, respectively, for MD and MO). The authors discuss those findings with reference to the visual perception perspective on observational modeling, i.e., that demonstrations primarily convey relative motions required to approximate modeled movement behaviors.     

Proactivity with image in mind: How employee and manager characteristics affect evaluations of proactive behaviours

This paper investigates image cost as a potential downside of proactivity. Drawing on attribution theory, we examine how people construct subjective evaluations of one manifestation of proactivity, feedback‐seeking behaviour. Using a scenario methodology, we examined how employees' performance history, their manager's implicit person theory (IPT), and the frequency of their feedback‐seeking affect how managers evaluate employees' feedback seeking. Results indicate that manager attribute average performers' feedback seeking significantly less to performance‐enhancement motives than superior performers' seeking. Results further show that the frequency of feedback seeking and a manager's IPT interact in influencing managers' attributions for feedback seeking, with more entity oriented managers attributing frequent feedback seeking significantly more to impression‐management motives than infrequent feedback requests. These results highlight the importance of not only the instrumental benefits of employee proactivity, but also its potential costs.     

Age differences in perception of risk.

Age differences in perception of risk and the likelihood of disregarding warning signs were examined. A total of 358 adults, between 18 and 85 years old, were asked to rate 12 warning labels with respect to (a) how risky it would be to ignore the warning, (b) how likely it was that they would disregard the warning, and (c) how familiar they were with the labels. The older groups indicated higher risk in ignoring the signs than did the younger group. The older subjects were also less willing to disregard the signs than the younger subjects.