Goal importance, self-focus, and the goal-setting process.

Abstract

In this study we examine the role played by perceived goal importance and self-focus in the goalsetting process. More specifically, this study tests the interactive hypotheses that (a) task performance is a function of goal level, self-focus, and perceived goal importance; (b) goal level is a function of perceptions of past performance, self-focus, and perceived goal importance; and (c) perceptions of past performance are a function of actual past performance, self-focus, and perceived goal importance. Hierarchical regression analysis, using a sample of 88 retail salespersons, revealed empirical support for the first two hypotheses. Specifically, the variables described by control theory account for an increment of 6% and 8% of the variance explained in task performance and self-set goal level, respectively. Finally, implications for theory, practice, and future research are discussed. Researchers have shown considerable interest recently in integrating traditional approaches to goal setting with more comprehensive self-regulation theories. One line of research used Bandura's (1982) self-regulation model (Locke, Frederick, Buckner, & Bobko, 1984), whereas another used Powers's (1973) control theoretic model (Campion & Lord, 1982; Fisher, 1983; Lord, Kernan, & Hanges, 1983; Taylor, 1983; Taylor, Fisher, & Ilgen, 1984). The differences between these two approaches to self-regulati on have been laid out by Carver and Scheier (1981, pp. 124-126), who show that relative to Bandura's theory, control theory (a) places more emphasis on behavior maintenance than on behavior change, and (b) places less emphasis on the need for self- or external reinforcement to activate and maintain the self-regulation process. The purpose of the present study is to extend the line of research on goal setting and control theory by examining certain individual differences that according to the theory should influence the relations between past performance, goal level, and future performance. The control theory model of goal setting and task performance has been described by Campion and Lord (1982). Campion and Lord set forth a dynamic goal-setting model in which both self-set goals and environmental feedback are incorporated into a performance-monitoring and performance-determining motivational system. The heart of this system is the negative feedback loop, typically illustrated with simple cybernetic systems such as thermostats. Campion and Lord's (1982) empirical study highlighted two of the differences between traditional goal-setting approaches