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Relation of Goal Setting and Goal Sharing to Performance and Conflict for Interdependent Tasks
Author(s) -
Lee Cynthia,
Earley P. Christopher,
Lituchy Terri R.,
Wagner Michael
Publication year - 1991
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/j.1467-8551.1991.tb00013.x
Subject(s) - interdependence , task (project management) , relation (database) , goal setting , psychology , work (physics) , goal orientation , computer science , social psychology , applied psychology , knowledge management , sociology , economics , management , mechanical engineering , social science , database , engineering
SUMMARY Despite the prevalence of goal setting in organizations, researchers have not thoroughly examined the implications of goal setting to work outcomes in interdependent work settings. A field survey ( n = 442) assessed the relation of goal setting and goal sharing, the extent to which others are aware of an individual's work goal, to performance and conflict across varying levels of task interdependence. The results of moderated regression analyses demonstrate that in highly interdependent tasks, the use of goal setting resulted in lower performance levels. Moreover, goal setting and goal sharing in highly interdependent tasks resulted in individuals' reporting more somatic symptoms. The results are discussed in terms of clarifying the role of goal setting for interdependent tasks.