Relation of Goal Setting and Goal Sharing to Performance and Conflict for Interdependent Tasks |
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| Authors: | Cynthia Lee P. Christopher Earley Terri R. Lituchy Michael Wagner |
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| Affiliation: | Human Resources Group, College of Business Administration, Northeastern University, Boston, MA;Department of Strategic Management and Organization, University of Minnesota, Minneapolis;Department of Management and Policy, University of Arizona, Tucson;Department of Higher Education, University of Arizona, Tucson |
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| Abstract: | ![]()
Despite the prevalence of goal setting in organizations, researchers have not thoroughly examined the implications of goal setting to work outcomes in interdependent work settings. A field survey (n= 442) assessed the relation of goal setting and goal sharing, the extent to which others are aware of an individual's work goal, to performance and conflict across varying levels of task interdependence. The results of moderated regression analyses demonstrate that in highly interdependent tasks, the use of goal setting resulted in lower performance levels. Moreover, goal setting and goal sharing in highly interdependent tasks resulted in individuals' reporting more somatic symptoms. The results are discussed in terms of clarifying the role of goal setting for interdependent tasks. |
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