Knowledge that Transforms

The purpose of this study was to examine whether the effect of the Big Five factor of conscientiousness on task performance was mediated by performance expectancy, performance valence, and goal choice. There were 117 business students who completed 6 subscales of the Personality Research Form (D. N. Jackson, 1987), responded to several self-report measures, and performed a simple arithmetic task. A cognitive process model was tested and supported through LISREL analyses. The effect of conscientiousness on task performance was mediated by performance expectancy and goal choice. Robust effects for performance valence were not observed in this situation. Theoretical and practical implications were discussed.

This laboratory experiment used real-time observation to examine the relationships among goals, work processes, and quantity and quality outcomes using a simple multipath assembly task. Trained observers were able to reliably and accurately document work processes used to perform the task, supporting the use of real-time observation for documenting microlevel task strategies. Results show that (a) work processes were affected by goal content (quantity vs. quality );(b )goal form (gradually difficult vs. fixed and difficult) did not influence outcomes or processes used;(c) work processes and personal goals completely mediated the prediction of quantity outcomes and partially mediated quality outcomes; (d) process-only goals produced a greater number of process changes than outcome goals but led to poorer performance; and (e) outcome goals had a lagged effect on performance. The implications for goal-setting theory are discussed.

A manual production line was examined for effects of different material flow policies and 3 different goal-setting policies. The line used a push system, where workers work at their own pace (assuming available work ) and pass work to the next station as soon as the work is completed, and a pull system, where workers pass work only when the next worker needs it. Three different goal-setting policies involved no specified goals, individual goals, or group goals confounded with monetary incentives and feedback. Measurements were taken from unobtrusive videotaping and worker questionnaires. Analyses indicated productivity increased approximately 25% when group goals were matched to a pull policy (compared to a push policy with no specified goals). Other results relating to productivity and job satisfaction are discussed.

This study examined differential comparison standards (i.e., comparative bases for performance evaluation) and their effects on agreement between supervisory raters and selfraters within the context of a performance appraisal system. The purpose of the research was to examine differential comparison standards as an underlying mechanism in the traditionally poor correlation between self and supervisor performance ratings. Supervisor and subordinate rater dyads (N = 106 dyads) evaluated job performance across 3 dimensions, using 5 different comparison standards (ambiguous, internal, absolute, relative, and multiple). Results support the hypotheses, indicating that more explicit and objective comparison standards produced higher levels of interrater agreement. The implications of these findings in terms of comparison standards being adopted in current research and future performance appraisal systems are discussed.