Participation in Group Goal Setting: Some Novel Findings and a Comprehensive Model as a New Ending to an Old Story

A new model of participation in group goal setting (PGGS) is presented. The model consists of (a) mediator variables (e.g. group cohesion, identification with the group, potency beliefs) that explain why PGGS might affect motivation and group performance, and (b) moderator variables that foster or hinder the development of these effects (e.g. group composition regarding fear of social rejection). Several assumptions of the model were tested in an experiment using a group brainstorming task. Challenging group goals (assigned or participatively set) improved group performance, promoted identification with the group, and improved the readiness for social compensation, but there was no overall effect of PGGS on group performance. However, as predicted, participation alleviated anxiety and groups of highly anxious persons showed enhanced performance due to PGGS. Interestingly, PGGS also decreased group cohesion and intrinsic motivation, probably due to the revelation of goal conflicts during group discussions. These findings suggest that current theories of goal setting and participation have to be extended in various ways.

[1]  A. Bandura Self-Efficacy: The Exercise of Control , 1997, Journal of Cognitive Psychotherapy.

[2]  H. Schmalt Assessing the Achievement Motive Using the Grid Technique , 1999 .

[3]  John M. Levine,et al.  Creating the Ideal Group: Composition Effects at Work , 2018, Understanding Group Behavior.

[4]  Richard A. Guzzo,et al.  Teams in organizations: recent research on performance and effectiveness. , 1996, Annual review of psychology.

[5]  K Sokolowski,et al.  Assessing Achievement, Affiliation, and Power Motives All at Once: The Multi-Motive Grid (MMG) , 2000, Journal of personality assessment.

[6]  Kipling D. Williams,et al.  PROCESSES Social Loafing: A Meta-Analytic Review and Theoretical Integration , 2022 .

[7]  P. Paulus,et al.  The Role of Social Anxiousness in Group Brainstorming , 1995 .

[8]  Edwin A. Locke,et al.  The Effects of Intra-individual Goal Conflict on Performance , 1994 .

[9]  Gareth R. Jones,et al.  The experience and evolution of trust: Implications for cooperation and teamwork , 1998 .

[10]  Abraham Sagie,et al.  Leader Direction and Employee Participation in Decision Making: Contradictory or Compatible Practices? , 1997 .

[11]  D. Lewin,et al.  The Human Resource Management Handbook , 1997 .

[12]  A. Elliot,et al.  A HIERARCHICAL MODEL OF APPROACH AND AVOIDANCE ACHIEVEMENT MOTIVATION , 1997 .

[13]  Henry L. Tosi A Theory of Goal Setting and Task Performance , 1991 .

[14]  R. Peterson Can You have too Much of a Good Thing? The Limits of Voice for Improving Satisfaction with Leaders , 1999 .

[15]  Thomas J. Naughton,et al.  Individualized and Group-Based Views of Participation in Decision Making , 1992 .

[16]  R. Wageman Interdependence and Group Effectiveness , 1995 .

[17]  B. Mullen,et al.  The relation between group cohesiveness and performance: An integration. , 1994 .

[18]  H. P. Sims,et al.  Leading Workers to Lead Themselves: The External Leadership of Self-Managing Work Teams. , 1987 .

[19]  R. Lord,et al.  Effects of participative vs assigned goals and feedback in a multitrial task , 1988 .

[20]  Rosa Maria Puca,et al.  Task Enjoyment: A Mediator Between Achievement Motives and Performance , 1999 .

[21]  V. Vroom,et al.  Situation effects and levels of analysis in the study of leader participation , 1995 .

[22]  G. M. Wittenbaum,et al.  Coordination in Task-Performing Groups , 2002 .

[23]  J. Steyrer,et al.  Transformational Leadership and Objective Performance in Banks , 1998 .

[24]  Edwin A. Locke,et al.  Participation in decision making: An information exchange perspective. , 1997 .

[25]  R. Renn Participation's effect on task performance: Mediating roles of goal acceptance and procedural justice , 1998 .

[26]  Abraham Sagie,et al.  Effects of Leader's Communication Style and Participative Goal Setting on Performance and Attitudes , 1996 .

[27]  J. Crocker,et al.  A Collective Self-Esteem Scale: Self-Evaluation of One's Social Identity , 1992 .

[28]  Dwight D. Frink,et al.  A Review of the Influence of Group Goals on Group Performance , 1994 .

[29]  Gerald E. Ledford,et al.  A HIERARCHICAL CONSTRUCT OF SELF‐MANAGEMENT LEADERSHIP AND ITS RELATIONSHIP TO QUALITY OF WORK LIFE AND PERCEIVED WORK GROUP EFFECTIVENESS , 1997 .

[30]  Edwin A. Locke,et al.  Identifying a missing link between participation and satisfaction : The mediating role of procedural justice perceptions , 1999 .

[31]  B. Shamir,et al.  Calculations, Values, and Identities: The Sources of Collectivistic Work Motivation , 1990 .

[32]  L. Weingart,et al.  Group goals and group performance , 1993 .

[33]  J. Hackman Why Teams Don’t Work , 1998 .

[34]  M. Wilson,et al.  Putting the "Team" into Teamwork: Alternative Theoretical Contributions for Contemporary Management Practice , 1998 .

[35]  K. Klein,et al.  Levels Issues in Theory Development, Data Collection, and Analysis , 1994 .

[36]  Edwin A. Locke,et al.  Effects of Leader Role, Team-Set Goal Difficulty, Efficacy, and Tactics on Team Effectiveness , 1997 .

[37]  Paul R. Yost,et al.  Potency in groups: articulating a construct. , 1993, The British journal of social psychology.

[38]  Gregory E. Prussia,et al.  A motivational investigation of group effectiveness using social-cognitive theory. , 1996 .

[39]  Shelley A. Kirkpatrick,et al.  Locus of Knowledge as a Determinant of the Effects of Participation on Performance, Affect, and Perceptions , 1995 .

[40]  Michael A. West,et al.  Handbook of Work Group Psychology , 1996 .

[41]  S. G. Cohen,et al.  What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite , 1997 .

[42]  Daniel R. Ilgen,et al.  TEAMS EMBEDDED IN ORGANIZATIONS : SOME IMPLICATIONS , 1999 .

[43]  Eric D. Heggestad,et al.  Individual differences in motivation: Traits and self-regulatory skills. , 1999 .

[44]  Mary T. Dzindolet,et al.  Social influence processes in group brainstorming. , 1993 .

[45]  David C. McClelland,et al.  How Do Self-Attributed and Implicit Motives Differ?. , 1989 .

[46]  E. A. Locke,et al.  Generalizing From Laboratory to Field Settings. , 1987 .

[47]  T. Tyler,et al.  Understanding why the justice of group procedures matters: A test of the psychological dynamics of the group-value model. , 1996 .