When the going gets tough, the committed get going: Preexisting goal commitment determines the consequences of experiencing regulatory nonfit.

2021 ◽  
Author(s):  
Zachary Adolph Niese ◽  
Lisa K. Libby ◽  
Alison M. Pfent
Keyword(s):  
Goal Commitment

Undesirable Effects of Goal Setting on Perceived Fairness, Commitment, and Unethical Behavior

2018 ◽  
Vol 62 (2) ◽  
pp. 97-107 ◽  
Author(s):  
Nina Keith
Keyword(s):  
Goal Setting ◽  
Unethical Behavior ◽  
The United States ◽  
Goal Commitment ◽  
Management Technique ◽  
Long Term Effects ◽  
Perceived Fairness ◽  
Negative Effects ◽  
Positive Effects ◽  
And Performance

Abstract. The positive effects of goal setting on motivation and performance are among the most established findings of industrial–organizational psychology. Accordingly, goal setting is a common management technique. Lately, however, potential negative effects of goal-setting, for example, on unethical behavior, are increasingly being discussed. This research replicates and extends a laboratory experiment conducted in the United States. In one of three goal conditions (do-your-best goals, consistently high goals, increasingly high goals), 101 participants worked on a search task in five rounds. Half of them (transparency yes/no) were informed at the outset about goal development. We did not find the expected effects on unethical behavior but medium-to-large effects on subjective variables: Perceived fairness of goals and goal commitment were least favorable in the increasing-goal condition, particularly in later goal rounds. Results indicate that when designing goal-setting interventions, organizations may consider potential undesirable long-term effects.

What Is Goal Commitment? An Attitude Strength Perspective

2009 ◽  
Author(s):  
Brittany L. Shoots-Reinhard ◽  
Kentaro Fujita ◽  
Kenneth G. DeMarree
Keyword(s):  
Goal Commitment ◽  
Attitude Strength ◽  
Strength Perspective

Dual Commitments to Organizations and Professions: Different Motivational Pathways to Productivity

2015 ◽  
Vol 44 (3) ◽  
pp. 1202-1225 ◽  
Author(s):  
Thomas E. Becker ◽  
Mary C. Kernan ◽  
Kevin D. Clark ◽  
Howard J. Klein
Keyword(s):  
Intrinsic Motivation ◽  
Research Productivity ◽  
Extrinsic Motivation ◽  
Organizational Outcomes ◽  
Goal Commitment ◽  
Work Outcomes ◽  
Reverse Causality ◽  
Theoretical Contribution ◽  
Negative Effect ◽  
Positive Effect

Commitments to organizations and professions have important implications for behavior in the workplace, but little is known about how these dual commitments combine to affect organizational outcomes. We present a model proposing that commitment to professions influences productivity through a positive effect on intrinsic motivation and a negative effect on extrinsic motivation. Commitment to organizations, conversely, is hypothesized to have a negative effect on intrinsic motivation and a positive effect on extrinsic motivation. We tested the model with a sample of 237 tenured management professors and, overall, the model fit the data well and better than less parsimonious models or ones positing reverse causality. Commitment to the profession was positively related to intrinsic motivation to engage in research and, through this effect, resulted in more challenging research goals, increased commitment to those goals, more hours spent on research, and greater research productivity. Commitment to the organization (university) was positively related to extrinsic motivation and negatively related to intrinsic motivation and was unrelated to goal level, goal commitment, hours spent on research, and research productivity. Our model makes a unique theoretical contribution by revealing the differing paths by which commitments to organizations and professions affect work outcomes, and our results support and extend commitment theory and offer unique insights into posttenure productivity.

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