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.     

An Enumerative Review and a Meta-Analysis of Primed Goal Effects on Organizational Behavior

Drawing on results from 32 published and 20 unpublished laboratory and field experiments, we conducted an enumerative review of the primed goal effects on outcomes of organizational relevance including performance and the need for achievement. The enumerative review suggests that goal setting theory is as applicable for subconscious goals as it is for consciously set goals. A meta-analysis of 23 studies revealed that priming an achievement goal, relative to a no-prime control condition, significantly improves task/job performance (d = 0.44, k = 34) and the need for achievement (d = 0.69, k = 6). Three moderators of the primed goal effects on the observed outcomes were identified: (1) context-specific vs. a general prime, (2) prime modality (i.e., visual vs. linguistic), and (3) experimental setting (i.e., field vs. laboratory). Significantly stronger primed goal effects were obtained for context-specific primes, visual stimuli, and field experiments. Theoretical and managerial implications of and future directions for goal priming are discussed.     

The Effect of a Context-Specific Primed Goal on Goal Commitment and Team Performance

The effect of a context-specific prime for cooperation on goal commitment and team performance were examined. In the first experiment, the participants (n = 139) performed the Lost on the Moon simulation (Hall & Watson, 1970) individually and as a team (n = 50). The teams were randomly assigned to a condition where they were assigned the same goal. They were then primed (n = 23) through a photograph of cooperation or to the control condition (n = 27). Consistent with NASA’s directions for performing the simulation, performance was measured by how well a team performed relative to the answers of experts, namely, staff at NASA. The results showed that a primed behavioural goal to cooperate has a positive effect on team performance. These results were replicated in a second and third experiment involving a social dilemma where both a pro-social, group-centric goal and a pro-self, egocentric goal could be self-set for the amount of points to make. Thus the positive effect of a goal primed for cooperation on a team’s performance was shown to be robust even when there was an explicit mixture of cooperative and competitive incentives. This finding was replicated in a third experiment with actual money. Consistent with goal setting theory, commitment to the team’s goal moderated the primed goal-performance relationship.     

Belief in robust temporal passage (probably) does not explain future-bias

Philosophical Studies - Empirical work has lately confirmed what many philosophers have taken to be true: people are ‘biased toward the future’. All else being equal, we usually prefer...