The role of goal acceptance in goal setting and task performance

Goal setting has been widely used to enhance work motivation. This paper discusses the importance of goal acceptance in moderating goal setting effects and shows how workers' acceptance of goals can be influenced at various stages of the progression from goal setting to goal attainment. A heuristic organization of goal acceptance strategies is proposed as a basis for extending the theoretical framework underlying goal setting research.     

How to motivate yourself and others? Intended and unintended consequences

To achieve goals, individuals and organizations must understand how to effectively motivate themselves and others. We review three broad strategies that people employ to increase motivation: giving feedback, setting goal targets, and applying incentives. Although each of these strategies can effectively motivate action under certain circumstances and among certain people, they can also result in unintended consequences: not helping or even hurting motivation. For example, employers may give positive feedback that leads employees to relax their effort or negative feedback that undermines employees’ commitment, organizations may set goals that are overly ambitious and consequently reduce motivation, and certain incentives might appear attractive before pursuing an action but uncertain incentives better motivate action during goal pursuit. By identifying when and how these common motivational strategies work versus fail, we are able to prescribe a specific set of guidelines that will help people understand how to motivate themselves and others.     

ON THE (RE)DISCOVERY OF FUZZY GOAL PROGRAMMING

An earlier paper and subsequent commentaries in Decision Sciences described purportedly new methods for formulating and solving goal programming problems with fuzzy goals. This note suggests that much of what these articles propose is but a rediscovery of well-known results.     

Credibly reducing information asymmetry: Signaling on economic or environmental value by environmental alliances

This article focuses on strategic alliances that strive for economic profit while contributing to environmental sustainability. These so-called environmental alliances operate on a spectrum between the goals of economic and environmental value. New environmental alliances signal in announcements to their external stakeholders where they position themselves on this spectrum of alliance goals in order to reduce information asymmetry and enhance their credibility. In this article, we predict the type of external signal that environmental alliances send by studying alliance processes and structures that embed the latent alliance goals. We built an original dataset by combining data on 389 environmental alliances from the SDC Platinum database for the period 2013–2017 and data on signals in 650 alliance announcements. Our findings show that announcements signaling on economic value are mainly used by environmental production and marketing joint ventures, thereby reducing the information asymmetry on their latent goal of economic value. Conversely, announcements signaling on environmental value are mainly used by environmental R&D contracts that focus on the latent goal of environmental value. Our article thus illustrates that alliances aim to enhance their credibility by achieving signal fit between external signals and latent alliance goals. Even though environmental alliances operate on a spectrum of economic and environmental value, we demonstrate that they prefer to avoid sending mixed messages and hence only signal on one of the alliance goals. Our article contributes to the literature on environmental alliances by applying signaling theory to explain these counterintuitive findings and to improve our understanding of how environmental alliances aim for credibility through their communication on their alliance goals.     

Financial planning using goal programming

Financial planners within industrial organizations are often given the impossible task of formulating a multi-year financial plan which is severely over-constrained. As the planner attempts to meet one objective another variable (or ratio of variables) becomes unacceptable and he is faced with the familiar ‘balloon squeezing’ effect. The problem is one of multiple conflicting objectives (goals) hence lends itself very well to a goal programming method of solution. This approach provides a powerful ‘what-if’ device for the financial planner and allows him to arrive at a satisfactory solution by examining the various trade-offs among the conflicting goals. To be an effective and usable tool, the individual goals are not assigned a priority coefficient as is typical of most goal programming applications. Rather, the planner can reflect his priorities in the manner in which he performs the subsequent what-if analyses. Also, a more flexible penalty function is introduced allowing the planner to assign a more realistic set of penalities which vary in severity over a specified range. Methods of implementing this concept are discussed which overcome the problems created by the immense storage requirements and the necessity of assigning the various penalties.     

Causal Linkages in Supply Chain Management: An Exploratory Study of North American Manufacturing Firms

In this paper we investigate the key causal linkages in supply chain management. We propose a conceptual framework and test this framework on data from 215 North American manufacturing firms using structural equation modeling techniques. Three major research issues are addressed in this study: Do sourcing decisions affect the degree to which firms achieve manufacturing goals of cost, flexibility, dependability, and quality? Does the degree of manufacturing goal achievement lead to higher customer responsiveness? Does the degree of manufacturing goal achievement lead to higher internal manufacturing performance? The study examines the relationship among sourcing decisions, manufacturing goals, customer responsiveness, and manufacturing performance. The results support the notion that an integrated supply chain involves aligning sourcing decisions to achieve manufacturing goals that are set to respond favorably to the needs of customers.     

A Behavioral Analysis of Goal Setting

Goal setting is a promising strategy for improving performance in organizational settings. This paper reviews goal setting from a behavior analytic perspective, discussing the function of goals and a number of key variables related to goal setting: goal difficulty, feedback on goal attainment and participation in goal setting. The advantages of utilizing behavior analytic methodology, such as objective measurement, clear specification of independent variables, intensive experimental designs and a behavioral theoretical framework are presented, along with suggestions for future research in the area.     

Goal Statements and Goal-Directed Behavior

Summary

Goal setting has consistently been shown to increase performance under specific conditions. These goal setting effects have previously been explored from both a cognitive perspective and in terms of traditional behavioral concepts. We highlight limitations of these approaches and propose a novel account based on Relational Frame Theory. This account focuses on both the content of goal statements and the contingencies that maintain goal-directed behavior. The content of goal statements is analyzed in terms of relational networks established for employees. We then detail how the current account explains the major effects noted in previous empirical studies. Two broad types of rule following contingencies that support goal-directed behavior, pliance and tracking, are then described. We then outline how these different types of contingencies results in the variety of goal-directed behavior observed in organizations. Throughout we relate this two-part approach to goal setting to specific recommendations for practice and future basic research.     

Improving Flood Risk Communication by Focusing on Prevention‐Focused Motivation

This article proposes an approach to flood risk communication that gives particular emphasis to the distinction between prevention and promotion motivation. According to E. Tory Higgins, the promotion system and the prevention system are assumed to coexist in every person, but one or the other may be temporarily or chronically more accessible. These insights have far‐reaching implications for our understanding of people's reasoning about risks. Flood risk communication framed in terms of prevention involves the notions of chance and harm, woven into a story about particular events that necessitate decisions to be more careful about safety issues and protect one's family and oneself from danger. The article describes how the insights worked out in practice, using a flood risk communication experiment among a sample from the general population in a highly populated river delta of the Netherlands. It had a posttest‐only control group design (n = 2,302). The results showed that risk communication had a large effect on the participants’ responses and that this effect was higher among chronic prevention‐focused people than among others. Any information that increased the fit between a prevention‐framed message and a person's chronic prevention motivation produced stronger situationally induced, prevention‐focused responses. This may significantly improve communication about risks. In contrast, the notion of water city projects, featuring waterside living, had more appeal to promotion‐focused people.     

The effect of charismatic leaders on followers’ memory,error detection,persuasion and prosocial behavior: A cognitive science approach

Adopting a cognitive and follower-centric approach to charismatic leadership, we hypothesized that followers show lower levels of cognitive effort, reflected in superficial processing of factually correct information when listening to and viewing a charismatic leader. We conducted two experiments, using a 2 (charismatic versus neutral) × 2 (female versus male leader) between-subjects design and videos of trained actors delivering a speech. We examined the effects of leader charisma on (1a) followers’ ability to detect factually false information, (1b) accuracy to remember information from the leader (study 1, N = 100), (2a) the persuasiveness of factual messages, (2b) followers’ prosocial behavior and (2c) the mediating effect of the leader’s persuasiveness on followers’ prosocial behavior (study 2, N = 140). We did not find support for the effect of leader charisma on detecting false information, the persuasiveness of messages, or increased prosocial behavior among followers. We found an effect of leader charisma on memory. Participants recognized fewer messages in the charismatic compared to the neutral leader conditions. Exploratory analyses provided mixed results for an interaction effect of leader charisma and sex on detecting and remembering false information. Our studies offer first insights into the cognitive outcomes of the charismatic signaling process.     

The Interplay of Goals and Promises of Pay-for-Performance on Individual and Group Performance: An Operant Interpretation

ABSTRACT

Building upon the work of Fellner and Sulzer-Azaroff (1984), an operant model of goal setting is presented from which the effects of goals as well as monetary reinforcers can be examined and compared. The model is premised upon the assumption that the effectiveness of individual and group goals and financial reinforcers can be predicted following a detailed examination of an individual's reinforcement history, level of deprivation and satisfaction and the prevailing behavioral contingencies. The effectiveness of the two discriminative stimuli—goals and promises of pay-for-peformance—are discussed in relationship to operant principles.     

Why Rules for Risk Communication Are Not Enough: A Problem-Solving Approach to Risk Communication

Current work on risk communication offers practitioners helpful guidelines and rules such as "speak clearly" and "speak with compassion." While important, these guidelines have limitations. They offer practitioners and scholars little aid in determining why a communication encounter failed. Also, they do not help practitioners anticipate and overcome likely difficulties in future risk situations, nor can they help locate information about how to reduce these difficulties. To overcome the limitations of rule-based approaches to risk communication, this paper describes a diagnostic or problem-solving approach. This approach maintains that instead of rules, people need bases for anticipating likely obstacles to effective communication and selecting approaches that reduce these difficulties. Research on building trust, increasing awareness, deepening comprehension, gaining agreement, and motivating action is available in fields such as communication, educational psychology, science education, marketing, counseling, negotiation, and disaster response. This paper describes a framework that assists scholars and practitioners in: (a) identifying communication goals; (b) determining principal obstacles to those goals; and (c) selecting research-based methods for overcoming or minimizing these difficulties and achieving communication objectives.     

金额/比率陈述方式和调节匹配对消费者购买意愿的影响

研究引入调节匹配这个源于心理学的概念,探讨两种不同目标导向——求成与避败的消费者面对两种不同的信息陈述方式——金额与比率时对购买意愿的影响。结果表明：信息陈述方式与消费者目标导向产生匹配,才能对消费者态度及其购买意愿产生积极的正面影响;消费者动机存在干扰效果,尤其在消费者属于高动机的情况下,原本对促销信息陈述没有匹配的消费者转变为匹配,且消费者态度明显提升。     

An Evaluation of the Effects of Very Difficult Goals

In 1968 the first cohesive theory on goal setting proposed that difficult goals produce higher levels of performance than easy goals and that specific goals produce a higher level of performance than “do your best” goals. While over 40 years of research supports this theory, there has been some discrepancy regarding the use of very difficult goals. This study was designed to examine the effects on performance of different levels of performance improvement goals and two different types of feedback, as feedback is often used in conjunction with goal setting. A group design was used with participants receiving one of two goal levels, and two different types of feedback. While no significant effects were found between the two types of feedback, goal level produced significant results in terms of performance and accuracy.     

Fit in strategic information technology management research: an empirical comparison of perspectives

The impacts of information technology on business performance has been a focus of research in recent years. In this regard, contingency models based on the notion of “fit” between the organization's management of IT, its environment, strategy, and structure seem to show promise. Six perspectives are examined as they pertain to the relationships between the firm's environmental uncertainty, its strategic orientation, its structure, its strategic management of IT, and its performance, namely moderation, mediation and matching as bivariate approaches to fit, and covariation, profile deviation and gestalts as systems approaches. These relationships are analyzed by means of an empirical study of 110 small enterprises. Results obtained from applying and comparing the six perspectives illustrate their significant differences and confirm the need for conceptual and methodological rigor when applying contingency theory in strategic information technology management research.     

Selecting R & D projects for development

This article describes a framework which attempts to identify R & D new product decision criteria in depth. Recommendations of attributes and measurement yardsticks, and examples of goal values, are difficult to provide since there is little support in this literature. For this reason, the major contribution of the framework is in the treatment of the attributes, yardsticks and goal values as a decision-making system. Attributes, yardsticks and goal values were chosen to complement each other and to describe a content picture.     

An accounting control system structured on multiple objective planning models

An important problem confronting decision makers in modern organizations is how to plan and control in a multiple goal decision setting. The usual approach for attacking this problem is to assume one dominant goal and treat others as constraints for the budget planning purpose. The traditional accounting control system is a variance analysis which makes a comparison between an ex ante planning budget, a budget adjusted to the actual activity level, and actual results. The present paper describes how to set up multiple goal planning models by using goal programming and multiple objective linear programming techniques. And an opportunity cost concept of ex post accounting variance analysis (which a comparison is made between an ex ante budget, ex post optimum budget, and actual results) is used as a control device. This ex post analysis will signal a deviation in any data input parameter in the planning models.     

Group Incentives and Performance: A Study of Spontaneous Goal Setting, Goal Choice and Commitment

Building on previous results at the individual level, this study tested the differential effects of three forms of group incentives on aspects of group goal setting, and group performance. Relationships among group incentives, spontaneous goal setting, chosen group goal level, goal commitment, and group performance were examined. Results indicate that placing pay at risk increased the level of spontaneous group goal setting. Also, groups with the most pay at risk chose higher goals. For these groups, chosen group goal level mediated the group incentives-group performance relationship.     

The neglected mediating role of self-efficacy in the goal setting process in local public administrations

To analyse the role of self-efficacy in goal setting in public administrations, this study combines goal-setting theory, public service motivation literature and cognitive theory. Using partial least squares structural equation modelling (PLS-SEM), survey data from 105 German civil servants are analysed. The results underline the role of goal setting (represented by goal difficulty and specificity) in determining the self-efficacy of public servants. Public service motivation and goal specificity both increase public servants’ work performance; however, the effects of goal difficulty are negatively mediated by the employee’s self-efficacy. That finding reflects the central role of self-efficacy, which should not be ignored in the goal-setting processes of public administrations.