The Attenuating Effect of Role Overload on Relationships Linking Self-Efficacy and Goal Level to Work Performance.

Brown, Steven P.; Jones, Eleri; Leigh, Thomas W.

doi:10.1037/0021-9010.90.5.972

Cited by 193 publications

(161 citation statements)

References 20 publications

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“…Interestingly, the same section of the article did not offer a single caveat about advancing causal arguments on the basis of a nonexperimental study. Brown, Jones, and Leigh (2005). Using data from a nonexperimental study of representatives of an office supply manufacturer, the authors tested an assumed causal model in which self-efficacy was viewed as a mediator of relations between (a) the assumed antecedents of previous performance and organizational resources, and (b) the hypothesized consequence of current performance.…”

Section: The Relative Validity Of Inferences About Mediation In Recenmentioning

confidence: 99%

The Relative Validity of Inferences About Mediation as a Function of Research Design Characteristics

Stone‐Romero

Rosopa

2007

Organizational Research Methods

282

248

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Tests of assumed mediation models are common in the organizational sciences. However, the validity of inferences about mediation is a function of experimental design and the setting of a study. Regrettably, most tests of mediation have relied on the application of so-called ``causal modeling'' techniques to data from nonexperimental studies. As we demonstrate, inferences about the validity of assumed mediation models are highly suspect when they are based on the findings of nonexperimental research. One of the many reasons for this is the failure of the model being tested to be consistent with reality. Valid research-based inferences about mediation are possible. However, inferences from such tests are most likely to be valid when they are based on research that uses randomized experimental designs. Strategies for conducting research using these and other designs are described. Finally, we offer a set of conclusions and recommendations that stem from our analysis.

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Section: The Relative Validity Of Inferences About Mediation In Recenmentioning

confidence: 99%

The Relative Validity of Inferences About Mediation as a Function of Research Design Characteristics

Stone‐Romero

Rosopa

2007

Organizational Research Methods

282

248

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“…With regard to the latter, Brown, Jones, and Leigh (2005) found that role overload (excess work without the necessary resources to accomplish a task) moderates goal effects; goals affected performance only when overload was low.…”

mentioning

confidence: 99%

New Directions in Goal-Setting Theory

Locke

Latham

2006

Curr Dir Psychol Sci

1,310

815

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ABSTRACT-Goal-setting theory is summarized regarding the effectiveness of specific, difficult goals; the relationship of goals to affect; the mediators of goal effects; the relation of goals to self-efficacy; the moderators of goal effects; and the generality of goal effects across people, tasks, countries, time spans, experimental designs, goal sources (i.e., self-set, set jointly with others, or assigned), and dependent variables. Recent studies concerned with goal choice and the factors that influence it, the function of learning goals, the effect of goal framing, goals and affect (well-being), group goal setting, goals and traits, macrolevel goal setting, and conscious versus subconscious goals are described. Suggestions are given for future research. KEYWORDS-goal setting; self-efficacy; commitment; subconscious goals Goal-setting theory (Locke & Latham, 1990 was developed inductively within industrial/organizational (I/O) psychology over a 25-year period, based on some 400 laboratory and field studies. These studies showed that specific, high (hard) goals lead to a higher level of task performance than do easy goals or vague, abstract goals such as the exhortation to ''do one's best.'' So long as a person is committed to the goal, has the requisite ability to attain it, and does not have conflicting goals, there is a positive, linear relationship between goal difficulty and task performance. Because goals refer to future valued outcomes, the setting of goals is first and foremost a discrepancycreating process. It implies discontent with one's present condition and the desire to attain an object or outcome.Goals are related to affect in that goals set the primary standard for self-satisfaction with performance. High, or hard, goals are motivating because they require one to attain more in order to be satisfied than do low, or easy, goals. Feelings of success in the workplace occur to the extent that people see that they are able to grow and meet job challenges by pursuing and attaining goals that are important and meaningful.

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“…Finally, situational constraints such as role overload can affect goal setting. When role overload is high, goals are less likely to affect performance (Brown, Jones, & Leigh, 2005). In addition to these four conditions under which goal setting is less effective, we suggest goal targets can be ''miscalibrated,'' or inappropriately set in predictable ways, which can lead to unexpected negative consequences.…”

Section: Part B: Goal Targetsmentioning

confidence: 99%