Development of the Goal Setting Support Scale GSSS: Subordinate Assessment of Supervisory Support in the Goal-Setting Process

Ballantine, Kim; Nunns, Christopher G.; Brown, Sarah E.

doi:10.1177/008124639202200404

Cited by 4 publications

(6 citation statements)

References 36 publications

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“…The revised scale produced satisfactory reliability with an alpha coefficient of á = 0,89, which is slightly lower than that reported in the original scale at á = 0,97 (Ballantine et al, 1992). The unifactorial structure of the original scale was duplicated but not as strongly.…”

Section: Discussionmentioning

confidence: 64%

“…The notion of supervisory support Supervisory support has been identified by Ballantine et al (1992) as an important element in the goal attainment process, and it is related to goal commitment, goal acceptance, and goal performance. According to Locke and Latham (1984), supervisory support refers to a positive, constructive and helpful attitude of supervisors or managers to their subordinates.…”

Section: Goal Setting As Managerial Toolmentioning

confidence: 99%

“…In a bid to overcome the deficiencies of earlier measures of supervisory support, Ballantine et al (1992) developed the Goal Setting Support Scale (GSSS) which demonstrated sound psychometric properties and construct validity.…”

Section: Measurement Of Supervisory Supportmentioning

confidence: 99%

“…The broad aim of the study was to investigate perceptions of goal setting support among students in two different departments of an academic institution using a modified Goal Setting Support Scale of Ballantine et al (1992).…”

Section: Aim Of the Studymentioning

confidence: 99%

“…The GSSS reported by Ballantine et al (1992) was modified slightly to match the student setting and used to measure perceived social support. The scale contains seventeen items which measure supervisory support of employees in the goal making process.…”

Section: Measuring Instrumentmentioning

confidence: 99%

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An exploratory study of perceptions of goal setting support among students at a tertiary institution

Chipunza

Masiza²

2004

SA j ind psychol

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This research reports a case study of goal setting support among students at a tertiary institution and is a variation of a study by Ballantine, Nunn and Brown. (1992) of the University of Witwatersrand in South Africa. Ballantine et al. developed a measure of the amount of supervisory support received by firstline managers in the goal setting process and reported both the construction and construct validation of the Goal Setting Support Scale (GSSS).The present study made minor modification to the same instrument to measure the amount of social support that students receive from their lecturers in the process of setting and achieving their academic goals in their respective departments. The study was conducted in the departments, Industrial Psychology and Accounting.The theory of goal setting The present study was based upon Edwin A. Locke's theory of goal setting (Locke, 1968). Goal setting theory is a cognitive theory of work motivation based on the premise that goals are immediate regulators of human behaviour. It makes the assumption that human behaviour is purposeful and that goals direct and sustain individuals' energies towards performing a particular action (Locke & Latham, 1990). The major consistent finding supporting this theoretical model of goal setting is that setting specific and difficult goals leads to high levels of performance if these goals are accepted by individuals (Locke, 1968). Thus, goal setting can be an effective method of influencing performance by directing attention, mobilizing effort, increasing persistence, and motivating strategy development. Mechanisms for goal setting effectsGiven that goal setting works, it is pertinent to ask how it affects performance. According to Locke, Shaw, Saari and Latham (1981) goal setting is most likely to improve task performance when the goals are specific and sufficiently challenging, the employees have sufficient ability, feedback is provided to show progress towards goals, rewards such as money are given for goal attainment, the manager is supportive and assigned goals are accepted by the individuals concerned. Goal attributesAccording to Locke and Latham (1990) goals have two primary attributes: content and intensity. Goal content refers to the features of the goals themselves, such as the difficulty and specificity of the goals. Goal intensity, on the other hand, is the process by which the goal is set and accomplished. It relates to such factors as commitment, and the cognitive process involved in attaining the set goals. Goal setting as managerial toolGoal setting is a motivational technique used extensively in organizations. As a method of directing individuals effort at work and providing a standard against which performance can be assessed, it is fundamental to many performance appraisal schemes. It is frequently linked to company reward systems, and found in many training and development programmes such as time management, stress management and supervisory skill training. A survey of 1331 British organizations found that 79% used som...

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Section: Discussionmentioning

confidence: 64%

Section: Goal Setting As Managerial Toolmentioning

confidence: 99%

Section: Measurement Of Supervisory Supportmentioning

confidence: 99%

Section: Aim Of the Studymentioning

confidence: 99%

Section: Measuring Instrumentmentioning

confidence: 99%

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An exploratory study of perceptions of goal setting support among students at a tertiary institution

Chipunza

Masiza²

2004

SA j ind psychol

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The Moderating Effect of Supervisory Support on the Self-Efficacy Work-Performance Relationship

Ballantine¹,

Nunns²

1998

South African Journal of Psychology

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The present study examined the moderating effect of supervisory support on the relationship between self-ratings of self-efficacy and two measures of work performance, namely supervisor-rated performance and a work-output measure. Research was conducted within the South African life insurance industry on a sample of broker consultants (sales promotional staff) ( n = 70 subjects) over a three-month period. Past research found a positive relationship between high self-efficacy and work performance. However, such research did not take account of the influence of leadership factors. It was hypothesised that effective supervisory support would facilitate the attainment of higher levels of performance. Therefore, it was hypothesised that supervisory support should moderate the self-efficacy work performance relationship, particularly in the case of low self-efficacy. As hypothesised, it was found that supervisory support moderated the relationship between self-efficacy and supervisor-rated performance. Performance was highest when low levels of self-efficacy occurred together with high supervisory support. However, supervisory support did not moderate the relationship between self-efficacy and the work-output measure of performance. Limitations of the study, as well as theoretical and practical implications are considered.

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Importance of Supervisory Social Support and its Implications for HRD in Thailand

Bhanthumnavin

2000

Psychology and Developing Societies

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Development of the Goal Setting Support Scale GSSS: Subordinate Assessment of Supervisory Support in the Goal-Setting Process

Cited by 4 publications

References 36 publications

An exploratory study of perceptions of goal setting support among students at a tertiary institution

An exploratory study of perceptions of goal setting support among students at a tertiary institution

The Moderating Effect of Supervisory Support on the Self-Efficacy Work-Performance Relationship

Importance of Supervisory Social Support and its Implications for HRD in Thailand

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