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Social and Behavioral Sciences Commons™
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Full-Text Articles in Social and Behavioral Sciences
Goal Setting, Feedback, And Task Performance: A Laboratory Experiment, Trishita Mathew, Richard Hicks
Goal Setting, Feedback, And Task Performance: A Laboratory Experiment, Trishita Mathew, Richard Hicks
Richard Hicks
The present study investigated the effects of goal setting and feedback on task performance among university students. The study was conducted in two phases with a total of 80 participants. Locke and Latham’s (1990) goal setting theory states that assigning a specific and difficult goal and provision of feedback leads to higher performance. It was hypothesized that when assigned a specific, difficult goal on a complex task and (1) only provided with outcome feedback, higher performance would not result and (2) when provided with both outcome and process feedback, higher performance would result. A 2 x 2, between subjects ANOVA …
Goal Setting, Feedback, And Task Performance: A Laboratory Experiment, Trishita Mathew, Richard Hicks
Goal Setting, Feedback, And Task Performance: A Laboratory Experiment, Trishita Mathew, Richard Hicks
Trishita Mathew
The present study investigated the effects of goal setting and feedback on task performance among university students. The study was conducted in two phases with a total of 80 participants. Locke and Latham’s (1990) goal setting theory states that assigning a specific and difficult goal and provision of feedback leads to higher performance. It was hypothesized that when assigned a specific, difficult goal on a complex task and (1) only provided with outcome feedback, higher performance would not result and (2) when provided with both outcome and process feedback, higher performance would result. A 2 x 2, between subjects ANOVA …
Why Don't They Learn?, Cynthia D. Fisher
Why Don't They Learn?, Cynthia D. Fisher
Cynthia D. Fisher
Extract: Highhouse (2008) suggests that managers’ ‘‘stubborn’’ preferences for suboptimal selection practices are based on two beliefs: (1) that selection decisions can be near 100% correct and (2) that the expertise and intuition needed to make perfect decisions are developed by experience. I will suggest mechanisms by which these beliefs persist in the face of what should be contradictory feedback.