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Chapter 10
The High Performance Cycle:
Standing the Test of Time
Gary P. Latham,
University of Toronto, Toronto, Canada
Edwin A. Locke
University of Maryland, College Park, USA, and
Neil E. Fassina
University of Toronto, Toronto, Canada
INTRODUCTION 202 MODERATORS 216
HISTORICAL CONTEXT 202 ABILITY AND TASK COMPLEXITY 217
THE HIGH PERFORMANCE CYCLE 203 SITUATIONAL CONSTRAINTS AND UNCERTAINTY 218
DEMANDS INFLUENCE PERFORMANCE 204 FEEDBACK 219
GOALS 204 GOAL COMMITMENT 219
SELF-EFFICACY 213 PERFORMANCE LEADS TO ORGANIZATION
GROWTH-FACILITATING TASKS 214 COMMITMENT 221
INDIVIDUAL DIFFERENCES 214 SATISFACTION LEADS TO ORGANIZATION
MEDIATORS 215 COMMITMENT 221
DIRECTION 215 DISCUSSION 222
EFFORT AND PERSISTENCE 215 ACKNOWLEDGEMENT 223
TASK-SPECIFIC STRATEGIES 216 REFERENCES 223
SUMMARY
Locke and Latham’s (1990a, b) high performance cycle (HPC) states that specific dif-
ficult goals lead to high performance. High performance on enriched tasks is usually
rewarding for the individual. Rewards generate satisfaction that subsequently encour-
ages commitment to the organization. The literature from 1990 through the spring
of 2000 was reviewed to determine whether the HPC has withstood the test of time.
Significant advancements were made in understanding the physiology of goal setting.
Moreover, research has identified the benefit of setting learning goals for complex
tasks as well as the benefit of setting proximal goals in environments marked by
uncertainty. An understanding of how the consequences of high performance affect
satisfaction and subsequent organizational commitment requires additional research.
Research conducted over the past decade generated unanswered questions regarding
potential moderator variables influencing the effects of proximal and learning goals,
as well as moderators influencing the effect of enriched tasks on the setting of and
commitment to high goals.
Psychological Management of Individual Performance. Edited by Sabine Sonnentag.
C 2002 John Wiley& Sons, Ltd. ISBN: 0-471-87726-3
