THE EFFECTS OF STRATEGY DEVELOPMENT ON ASSIGNED AND PARTICIPATIVELY SET GOALS

Psychologists have continually researched the effects of varying the types of goal setting on task performance. The present study attempted to determine whether differences in the type of goal setting, including the use of work strategy development, affect the performance and motivation of individuals attempting to attain a work goal. One hundred twenty subjects were assigned to one of six treatment conditions in a 3 (type of goal setting) x 2 (strategy development) experimental design. Measures of personal task ability, self-esteem, goal acceptance and goal commitment were collected prior to performing a brainstorming task. Results indicated that strategy development increased performance regardless of the type of goal setting utilized, and that establishing a specific goal also increased task performance. In addition, participation in the setting of the work goal led to an increase in intrinsic motivation. The data analyses completed also uncovered an indirect effect on performance by participative goal setting. Results are discussed in terms of their implications for established approaches surrounding goal setting as well as enhancing work behavior