Page 226 - Psychological Management of Individual Performance

210 the high performance cycle: standing the test of time
TABLE 10.1 (continued)
Author(s) and
publication date Type of paper Major findings

Newman Field Assigned learning goals to develop strategies was
(1998) related to fewer requests for assistance than those with
performance goals.
VandeWalle Field and Learning goals tended to induce feedback-seeking
and Cummings Laboratory behavior.
(1997)
Greene and Miller Laboratory Learning goals related to the development of a strategy
(1996) portfolio for future complex tasks.
Situational constraints and uncertainty
Lane and Field Learning goals were more effective than outcome goals
Karageorghis in overcoming obstacles created by coworkers.
(1997)
Latham and Seijts Laboratory In an environment marked by continual uncertainty
(1999) distal goals in combination with proximal goals
were related to higher performance than urging
people to do their best, which in turn was related
to higher performance than distal outcome
goals.

Feedback
Cellar et al. Laboratory Feedback in combination with a quantity goal led to
(1996) higher performance than goal setting alone.
Neubert Meta-analysis Feedback in combination with goal setting leads to
(1998) higher performance than goal setting alone.
Shoenfelt Field Specific behavioral feedback increased transfer of
(1996) training effectiveness.
Siero et al. Field Performance was higher when normative feedback was
(1996) given rather than individual feedback relative to
arbitrary goal.
Carson and Carson Laboratory On a creativity task, goal commitment increased with
(1993b) feedback.
Vance and Colella Laboratory Negative feedback in relation to a goal decreased goal
(1990) commitment and difficulty of subsequently set personal
goals.
Phillips et al. Laboratory Action does not stop when feedback indicates the goal
(1996) has been achieved. Rather, a more difficult goal is
set.
Goal commitment
Wofford et al. Meta-analysis Without goal commitment, goal setting had little or no
(1992) effect. Commitment was a function of the expectancy
that a goal can be attained and the value attached to the
goal.