Latham Chapter 4 Study Guide

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Chapter 4 Study Guide Goal Setting Theory 1. What did the survey by the American Pulpwood Association that wanted to identify the variables of effect and ineffective logger find? American pulp association wanted to identify the variables that differentiate the effective from the ineffective logger in the rural southern United States. 2. What was the result of a follow-up study for the about survey? How was the study conducted? Logging crews were matched on size, productivity, terrain, and level mechanization. Each crew had to supervise who was on the work site. The crews were randomly assigned a one of two conditions namely a condition where the crews were assigned a specific high goal as to number of trees to cut down or a condition where they were urged to do their best to cut as many trees as possible. All crews were back paid on a peace treaty basis thus the more trees they cut the more money they made regardless of whether they were in the gold setting or do your best condition. Within a week the productivity of the crews and the goal setting condition as well as their job attendance was significantly higher than the ones in the do your best condition. 3. What was revealed in follow up interviews to the above study? Interviews revealed that people who were assigned goals immediately started bragging to one another as well as the family members about their effectiveness as loggers. Goal setting had instilled a sense of purpose, challenge, and meaning perceived previously by them as a tedious and physically exhausting task. In short goal pursuit and attainment left to enhance task interests, pride and performance, and a heightened sense of personal effectiveness as well as an increase in pay. 4. Is goal setting effective hourly workers? What did goal attainment do? Employees are paid by our rate. A time series design showed that within nine months of goal setting, logging costs increased by 1/4 of $1,000,000. Goal attainment enabled these people to experience a sense of accomplishment. 5. What is the difference between job satisfaction and goal setting? Using a job stimulation they found that enrichment increases satisfaction but it is goal setting that leads to significant increase in performance. Goal Limitations 6. When does goal conflict happen? How can it be prevented? When there are two or more goals, in the absence of prioritization, goal conflict may occur. When this occurs, performance on both gold usually suffer. People can, however pursue more than one goal effectively when the goals are prioritized or casually interrelated. 7. What were the 5 major disputes regarding goal setting theory? There are five major disputes regarding goal setting theory in the 20th century, one involving the role of feedback, the second regarding the importance of participative decision making in setting a goal, the third involving predictions based on expectancy theory, the fourth involving

predictions on the basis control theory, and 5th on the relative effectiveness of urging people to do their best vs setting a space. 8. How was the feedback dispute resolved? It was resolved in a series of experiments that showed that it is completely mediated by the setting of specific goals; Feedback, however is a moderator of the effect of goals on performance. 9. What are the two ways that the conflict between expectancy theory and goal setting theory resolved? The first was to take into account within versus between group correlations. A second solution to conflicting predictions of goal versus expectancy theory is to assess expectancy in terms of one's self-sufficiency that is once assessment of all factors that could affect one's performance(EG knowledge, ability, available resource) rather than the probability that once sheer effort alone will lead to performing effectively. 10. What is control theory? Control theory, derived from cybernetic engineering by two social psychologists, Carver and Scheiere, also emphasizes goal setting. 11. According to Bandura, what is wrong with Control Theory? Goal setting is also a discrepancy creating process. Motivation requires feed forward control in addition to feedback. 12. What did Kanfer and Ackerman find regarding the 5 th controversy? They found that in the absence of knowledge or ability, setting a specific high goal can have a deleterious effect on a person's performance. 13. Kanfer and Ackerman’s simulation of air traffic controller found what? They found that urging people to do their best resulted in higher performance than the setting of specific kind performance goal. This is because specific high performance goal imposes greater attentional demands on people when they are in learning mode then is in the case with the do yourself best goal. 14. What did Money and Shalley find? What was the mediating variable? Individuals who had a specific difficult goal to attain consistently switched strategies relative to their counterparts who had been asked to do their best. This finding moan and Shelley reported highlights the difference between mindlessly changing strategies versus searching systematically for effective ones period the mediating variable that explained this finding is strategy period. 15. Why is high performance not always the result of sheer effort? It is a result of cognitive understanding of the task, as well as the strategy or plan necessary for completing it.

Social Cognitive Theory 16. What is social cognitive theory? Is a theory that emphasizes the importance of goal setting on motivation. 17. How does social cognitive theory different from behaviorist doctrine? Behavioristic doctrine states that learning can occur only through performing responses and experiencing their effort, social cognitive theory and large assist view by emphasizing vicarious, symbolic, and self-regulating process in acquiring and maintaining behavior. The theory states that people can learn on vicarious base by observing the behavior of others and its consequences for them. 18. What are the two cognitive variables in social cognitive theory? Two identified cognitive variables played a critical meditating role among the stimulus the response the consequences and the subsequent behavior they were, outcome expectancy (once believed that a given outcome will occur if one engages in the behavior) and self-efficacy (Once believed that one can execute a given behavior in a given setting 19. What is more important than ability if affecting performance). More importantly than ability and affecting performance is one's belief regarding one's ability to perform a given task. 20. How are self-efficacy, goals, and commitment related? They are positively correlated, the higher one’s perceived self-efficacy, the higher the goal once sets, and the stronger one’s commitment to it. 21. How does social cognitive theory differ from expectancy theory? Expectancy theory states that motivation is governed by the expectation that effort will lead to performance, which is in turn will result in outcomes that are on a continuum of unvalued to valued. Social cognitive theory argues that people exclude entire classes of option rapidly on the basis of their perceived efficacy. 22. How are goal-setting and social cognitive theory similar? They are similar in that both emphasize the importance of conscious goals for predicting, explaining and regulating performance as well as the importance of feedback as a moderator of the goal performance relationship; which provide framework for self-management. 23. How are goal-setting and social cognitive theory different? Goal setting research relative to research on social cognitive theory has focused on gold content (performance versus learning) as well as method of setting goals (assigned, self, or participative only set and parentheses. Goal setting theory is not limited to but focused primarily on motivation and work settings including athletics. While social cognitive theory and the research that underlies its setting theories, emphasis on the important of self-efficacy as well as the outcome expectancy 2 different motivational systems that enhance goal commitment and

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persistence in the face of a environmental difficulties. Social cognitive theory comma unlike goal setting comma specifies that self-efficacy can be enhanced period. Self-regulation 24. What is self-regulation? Self-regulation involves processes that, through modulation of thoughts, affect, and behavior earlier, enable people to guide their goal directed activities over time. 25. How did self-regulation (management) training impact government employees’ attendance? High Performance Cycle 26. In brief, what does HPC state? a. What do goals and self-efficacy state? Affect the direction of behaviour and effort exerted; motivate the discovery of strategies b. What is the effect of goals on performance is moderated by? By ability, growth facilitating characteristics of jobs, situational constraints, feedback and commitment c. What leads to high job satisfaction? Translates into a willingness to stay with an organization and accept future challenges d. What are the consequences of satisfaction? e. What is it’s practical significance? It provides a model for creating both a high-performing satisfied workplace 27. What is a goal? The object or aim of an action 28. What is the difference between assigned goals and self-set goals? Assigned goals led to higher performance than self set goals 29. What is the relationship between goal difficulty and performance? How does self-esteem fit? Positive relationship between difficulty and performance; People with low self esteem performed worse than those without it 30. What is performance affected by? 31. How is self- and collective efficacy related to goals and performance? To ability? They are positively associated with the difficulty of the goals, goal commitment and subsequent performance; People with high self esteem believe that ability is malleable whereas people with low self esteem believe ability is fixed 32. What did Kirkpatrick find? 33. What are the 4 antecedents of effective job design/redesign? Supervisor practices regarding goa; structure, method structure, boundary protection, and goal feedback 34. What do enriched or challenging jobs do? Increase job satisfaction directly and indecently of goal setting 35. Do individual differences matter for goal setting? How about locus of control?

Goal setting creates a strong situation that makes individual differences; locus of control has positive relationship with self efficacy and indirect relationship with self-set goals 36. What are the 4 mediators that explain why goals increase performance? Direction, Effort, Persistence, task Specific, strategy 37. What is direction? How does it occur? Attention or direction is the result of choosing to attain a particular goal; direction occurs through prioritization that is affected by situation cues, the personal importance of one goal relative to another and feedback 38. How does goal difficulty affect effort and performance? 39. How do strategies relate to tasks, goals, and performance? Task that are complex for people, strategies have a stronger effect on performance than performance goals 40. How are task complexity and tasks that are complex for a person different? Footnote Not interchangeable terms; task complexity – number of steps to complete task; Task that are complex for a person is the difficulty for a person to complete a task 41. What is a moderator? They can enhance or attenuate the effect of demands on employees’ performance 42. What is the relationship between the limits of ability and performance? A curvilinear relationship – performance levels off once the limit of the ability is reached 43. Where does a person’s attention need to be focused when they lack ability? Needs to be focused on discovering and mastering the process and procedures for performing well 44. Overall, what do studies show about learning goals? Learning goals are effective on task that are complex for people because they focus their attention on identifying problem-solving strategies induce feedback seeking and hey increase self-efficacy 45. What are the two reasons why performance is higher when people were assigned specific learning goals? Led to higher goal commitment; self efficacy increased 46. What is an additional benefit of setting proximal goals with distal learning goals? 47. How does role-overload influence to self-efficacy and performance? 48. How does feedback affect performance? Why? Feedback about quantity goal leads to higher performance 49. How does goal commitment impact behavior? Goals have little to no impact on behaviour without commitment 50. How does meaningfulness impact performance?

51. What are high-goals perceived to be instrumental to? In a series of laboratory experiments mental lock incline found that high goals are perceived as instrumental in gaining many positive outcomes including a sense of pride and accomplishment and a increase in perceived competency as well as career and life success 52. When is the goal-performance relationship influenced by external rewards? They've found that satisfaction is high when people are allowed choice. High ability people choose peace rate pay; those in a bill low ability choose fixed pay. Their subsequent goals and performance were consistent with their selection. It is influenced by external rewards only when people believe that the rewards are attainable. 53. According to HPC, where does (organizational) commitment come from? 54. What is a limitation of HPC? Organizational Justice 55. What do organizational justice principles state? Fill the void noted earlier by Mitchell in they provide a new framework that specifically addresses fairness and trust in the workplace that in addition to being fair, the people who make decisions must be perceived as fair. 56. What does distributive justice focus on? What as distributed to whom. 57. What does procedural justice focus on? Procedure, process or system in place for determining what was distributed to whom 58. What are two key factors that affect feelings of procedural justice? Priori criteria for making decisions and voice 59. What happens when you apply a priori criteria consistently? 60. What does voice do? 61. Advances the concept of participation in decision making in that people must see that their viewpoint was taken into account before the final decision was made. To the extent. That their voice was heard, they are likely to support decisions that are not congruent with their viewpoints 62. What are three explanations of procedural justice? -Adherence to procedural justice principles is seen by most employees as beneficial for them -Mist people value procedures that promote group cohesiveness -Employee may seek ways to punish an authority figure they think harmed their colleague 63. What is interactional justice and its two-underlying premises? The logic or rationale must be given once a decision is made by a leader The persona who gives (the explanation) must be seen as sincere 64. How is procedural justice and distributive justice related?

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When distributive justice is low/hard to evaluate procedural justice have a greater effect on feelings on fairness than do distributive issues Distributive justice – who got what? Procedural Justice – where their procedures are they fait and where they followed and applied consistently? A priori criteria for making a decision Voice Interactional justice – how the leader interacts with the followers Informational justice – leader shares appropriate information with followers Using a job simulation, they found that job enrichment increases satisfaction, but it is goal setting that increases performance When there are two or more goals, in the absence of prioritization, goal conflict may results (There were five major disputes regarding goal-setting theory in the 20th century, one involving the role of feedback, the second regarding the importance of participative decision making in setting a goal, the third involving predictions based on expectancy theory, the fourth involving predictions on the basis of control theory, and the fifth on the relative effectiveness of urging people to do their best vs. setting a specific high goal The theory asserts that the source of motivation is a negative feedback loop, metaphorically similar to a thermostat, that eliminates goal- performance discrepancies. Perceived discrepancy between performance and the reference standard, a goal, automatically triggers action on the part of a person to reduce the incongruence They found that in the absence of knowledge or ability, setting a specific high goal can have a deleterious effect on a person's performance.

High performance is not always the results of sheer effort or persistence. It is also the result of cognitive understanding of the task, as well as the strategy or plan necessary for completing it In brief, social cognitive theory states that behavior is a continuous reciprocal interaction among cognitive, behavioral, and environmental variables social cognitive theory enlarges this view by emphasizing vicarious, symbolic, and self-regulating processes in acquiring and maintaining behavior. These two cognitive variables are outcome expectancies (one's belief that a given outcome will occur if one engages in the behavior) and self- efficacy (one's belief that one can execute a given behavior in a give setting The higher one's perceived self-efficacy, the higher the goal one sets, and the stronger one's commitment to it. Goal-setting theory and social cognitive theory are similar in that both emphasize the importance of conscious goals for predicting, explaining, and regulating performance as well as the importance of feedback as a moderator of the goal-performance relationship. he two theories differ primarily in their relative emphasis on the variables that constitute them. Self-regulation involves processes that, through modulation of thought, affect, and behavior, enable people to guide their goal-directed activities over time In brief, HPC states that specific difficult goals plus high self-efficacy for attaining them are the impetus for an employee's high performance.

Goals and self-efficacy affect the direction of one's behavior and the effort exerted, as well as one's persistence to attain a goal. In addition, goals and self-efficacy motivate the discovery of strategies for effectively doing so. The effect of goals on a person's performance is moderated by ability, growth-facilitating characteristics of jobs, situational constraints, the feedback provided in relation to the goal, and a person's commitment to the goal High performance on tasks that are perceived as meaningful, growth facilitating, and sources of high external and internal rewards lead to high job satisfaction. The consequences is a willingness to stay with the organization and accept future challenges; hence the high performance cycle. As stressed earlier, a goal is the object or aim of an action Assigned goals led to better performance than self-set goals.) a positive relationship between goal difficulty and performance people with low self-esteem perform worse when the goal is moderately difficult, while those with high self-esteem do best Performance is affected not only by one's goals but also by how confident one is of attaining them. (In summary, self- and collective efficacy are positively associated with the difficulty level of the goals that are set, goal commitment, and subsequent performance)

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people with high self-efficacy has an incremental view of their ability. That is, they believe their ability is malleable. increase job satisfaction directly, independent of goal setting goal setting creates a strong situation that masks individual differences Direction Effort Persistence task specific strategies On a task that is complex for people, strategies have a stronger effect on performance than do performance goals Note that task complexity and a task that is complex for a person, although often highly correlated, are not interchangeable terms) A person's attention needs to be focused on discovering and mastering the processes and procedures for performing well rather than on the attainment of a specific level of performance feedback in relation to a quantity goal leads to higher performance than goal setting along When commitment is lacking, goals have little or no effect on behavior High goals are perceived to be instrumental tin gaining many positive outcomes, including a sense of pride in accomplishment and an increase in perceived competency as well as career and life success. The goal-performance relationship is influenced by external rewards only when people believe that the rewards are attainable. Organizational justice principles state that in addition to being fair, the people who make decisions must be perceived as fair

Two key factors that affect feelings of procedural justice are a priori criteria for making decisions and "voice."

Latham Chapter 4 Study Guide

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