Participation and the Appraisal System

French, John R. P.; Kay, Emanuel; Meyer, Herbert H.

doi:10.1177/001872676601900101

Cited by 173 publications

(53 citation statements)

References 5 publications

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“…However, A1 had significantly higher performance than P. Thus, in light of the findings of this and the previous studies, it would appear that hard goals do in fact lead to higher performance than easy goals regardless of the method by which they -are set. These studies provide strong support for the early work by Meyer and his colleagues (French, Kay & Meyer, 1966;Meyer, Kay & French, 1965).…”

Section: Aksupporting

confidence: 69%

The Motivational Effects of Participation Versus Goal Setting on Performance.

Latham

Steele

1983

Academy of Management Journal

117

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Section: Aksupporting

confidence: 69%

The Motivational Effects of Participation Versus Goal Setting on Performance.

Latham

Steele

1983

Academy of Management Journal

117

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“…Similar to that, Latham and Yukl (1975, p. 824) write, "goals that are assigned to a person (e.g., by a supervisor) have an effect on behavior only to the degree that they are consciously accepted by the person." French et al (1966) pointed out, however, that this relation was only observed when employees had a past history of participation. In both our experiments, we used an authoritative way of setting goals without offering participation to supervisors, employees, or participants.…”

Section: Discussionmentioning

confidence: 98%

Crew goal setting for security control

2012

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This study investigated the effectiveness, efficiency, and robustness of simple goal setting in airport security control. As outcome, crew performance in terms of productivity (Experiment 1, field setting) was studied. Furthermore, the moderating role of negative and positive priming due to a previous task on the impact of goals (Experiment 2, laboratory setting) was analyzed. This research builds a bridge from goal setting theory to practice and prepares the grounds for its application in security or emergency organizations. In Experiment 1, supervisors of Security Officers at a large European airport communicated goals to their subordinates without any prior intervention or training. Goals were applied to a short "peak" time span (40 min). Dependent variables were objective team-level measures of productivity, namely passenger density and throughput. Experiment 2 featured two different tasks that primed speed (negative priming: puzzle; positive priming: car race). The Frankfurter Aufmerksamkeitsinventar served as main task for obtaining speed and accuracy measures. The results show that pre-intervention goal setting can be used easily and effectively by supervisors to increase subordinates' team performance during short interventions. Goal setting for short time spans is effective even without providing feedback. However, negative priming by a previous task may undermine the beneficial effects of goal setting. Abstract This study investigated the effectiveness, efficiency, and robustness of simple goal setting in airport security control. As outcome, crew performance in terms of productivity (Experiment 1, field setting) was studied. Furthermore, the moderating role of negative and positive priming due to a previous task on the impact of goals (Experiment 2, laboratory setting) was analyzed. This research builds a bridge from goal setting theory to practice and prepares the grounds for its application in security or emergency organizations. In Experiment 1, supervisors of Security Officers at a large European airport communicated goals to their subordinates without any prior intervention or training. Goals were applied to a short "peak" time span (40 min). Dependent variables were objective team-level measures of productivity, namely passenger density and throughput. Experiment 2 featured two different tasks that primed speed (negative priming: puzzle; positive priming: car race). The Frankfurter Aufmerksamkeitsinventar served as main task for obtaining speed and accuracy measures. The results show that pre-intervention goal setting can be used easily and effectively by supervisors to increase subordinates' team performance during short interventions. Goal setting for short time spans is effective even without providing feedback. However, negative priming by a previous task may undermine the beneficial effects of goal setting.

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“…Lawler and Hackman (1969) demonstrated the value of participation in the adoption of a new incentive pay plan among building cleaners. French, Kay, and Meyer (1966) found that participation in goal setting by a subordinate manager increased the likelihood of successful changes by that manager. Bass (1977), using over 1400 managers from 12 countries in a simulated production task, found that teams that developed their own plans were more successful and more satisfied than those who were using an assigned plan.…”

Section: Participationmentioning

confidence: 99%

Strategies for Implementing Change: An Experiential Approach

Armstrong¹

1982

Group & Organization Studies

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An attitude survey and a role-playing case were used to identify the typical approaches people use to implement important changes in organixations. This typical strategy, suggested or used by over 90% of the subjects, was not successful in producing change in any of thefourteen role-playing trials. However, with ten minutes of instruction in the "Delta Technique," 86% of the subjects were suc cessful in introducing change in another fourteen role-playing trials. The "Delta Technique" consists of simple rules drawn from half a century of research.

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Participation and the Appraisal System

Cited by 173 publications

References 5 publications

The Motivational Effects of Participation Versus Goal Setting on Performance.

The Motivational Effects of Participation Versus Goal Setting on Performance.

Crew goal setting for security control

Strategies for Implementing Change: An Experiential Approach

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