Gary P. Latham

article

The Credibility of Goal Priming Research in Work and Organizational Psychology

Gary P. Latham

Roczniki Psychologiczne > 2020 > 23 > 3 > 213-226

Four criteria attest to the credibility of subconscious goal effects on organizational related behavior. First, the findings support hypotheses derived from goal setting theory. Second, the empirical experiments, conducted in both laboratory and field settings, have both internal and external/ecological validity. The dependent variables include brainstorming, negotiations, task/job performance, and...

article

An Enumerative Review and a Meta‐Analysis of Primed Goal Effects on Organizational Behavior

Xiao Chen, Gary P. Latham, Ronald F. Piccolo, Guy Itzchakov

Applied Psychology > 70 > 1 > 216 - 253

Drawing on results from 32 published and 20 unpublished laboratory and field experiments, we conducted an enumerative review of the primed goal effects on outcomes of organizational relevance including performance and the need for achievement. The enumerative review suggests that goal setting theory is as applicable for subconscious goals as it is for consciously set goals. A meta‐analysis of 23 studies...

article

Advancing Primed Goal Research in Organizational Behavior

Xiao Chen, Gary P. Latham, Ronald F. Piccolo, Guy Itzchakov

Applied Psychology > 70 > 1 > 275 - 279

In this rejoinder, we address three issues discussed in the commentaries on our lead article: possible ethical issues in goal priming in organizational settings, whether goal priming is restricted to routine behaviors, and the relationship of goal priming with self‐fulling prophecies and an organization’s climate. Finally, our data were examined by an independent researcher who tested for publication...

article

An Examination of the Moderating Effect of Core Self‐Evaluations and the Mediating Effect of Self‐Set Goals on the Primed Goal‐Task Performance Relationship

Guy Itzchakov, Gary P. Latham

Applied Psychology > 69 > 4 > 1248 - 1270

An understudied issue in the goal priming literature is why the same prime can provoke different responses in different people. The current research sheds light on this issue by investigating whether an individual difference variable, core self‐evaluations (CSE), accounts for different responses from the same prime. Based on the findings of experiments showing that individuals with high CSE have higher...

article

The Effect of a Context‐Specific Primed Goal on Goal Commitment and Team Performance

Gary P. Latham, Jing Hu, Jelena Brcic

Applied Psychology > 69 > 3 > 805 - 833

The effect of a context‐specific prime for cooperation on goal commitment and team performance were examined. In the first experiment, the participants (n = 139) performed the Lost on the Moon simulation (Hall & Watson, 1970) individually and as a team (n = 50). The teams were randomly assigned to a condition where they were assigned the same goal. They were then primed (n = 23) through a photograph...

article

The Moderating Effect of Performance Feedback and the Mediating Effect of Self‐Set Goals on the Primed Goal‐Performance Relationship

Guy Itzchakov, Gary P. Latham

Applied Psychology > 69 > 2 > 379 - 414

The effect of feedback and a self‐set goal on the relationship between a goal primed in the subconscious and performance were examined in three laboratory experiments and one field experiment (n = 241, 465, 201, 74 respectively), using normative (bogus) and absolute feedback manipulations, and different performance tasks that were coded for both performance quality (i.e. creativity) and quantity....

article

Prime and Performance: Can a CEO Motivate Employees Without Their Awareness?

Alexander D. Stajkovic, Gary P. Latham, Kayla Sergent, Suzanne J. Peterson

Journal of Business and Psychology > 2019 > 34 > 6 > 791-802

Work motivation research is at a crossroads with the discovery of the causal effects of primed subconscious goals in addition to those of consciously set goals on performance. Although social psychologists continue to demonstrate positive effects of primed goals on a multitude of dependent variables, priming research has been criticized for its lack of generalizability beyond tightly controlled laboratory...

article

Maintaining relevance and rigor: How we bridge the practitioner–scholar divide within human resource development

Travor C. Brown, Gary P. Latham

Human Resource Development Quarterly > 29 > 2 > 99 - 105

article

A Dynamic Model of the Longitudinal Relationship between Job Satisfaction and Supervisor‐Rated Job Performance

Guido Alessandri, Laura Borgogni, Gary P. Latham

Applied Psychology > 66 > 2 > 207 - 232

Job satisfaction and job performance represent two of the most important and popular constructs investigated in organisational psychology. Issues relating to the nature and significance of their relationship has fascinated organisational researchers since the beginning of this discipline. In the present study, we aimed to clarify the direction of plausible influences between these two constructs by...

article

Toward an Integration of Goal Setting Theory and the Automaticity Model

Gary P. Latham, Jelena Brcic, Alana Steinhauer

Applied Psychology > 66 > 1 > 25 - 48

Two laboratory experiments were conducted to assess the extent to which goal setting theory explains the effects of goals that are primed in the subconscious on task performance. The first experiment examined the effect on performance of three primes that connote the difficulty levels of a goal in the subconscious. Participants (n = 91) were randomly assigned to one of three conditions where they...

article

Goal setting: a possible theoretical framework for examining the effect of priming goals on organizational behavior

Gary P Latham

Current Opinion in Psychology > 2016 > 12 > Complete > 85-88

Goals can be set consciously or they can be primed. Both goal setting theory [3^••,4] and the automaticity model [7] provide frameworks for doing one versus the other. The present paper describes both field and laboratory experiments that primed goals to pursue organizationally relevant tasks. The results suggest the benefit of testing the automaticity model within the framework of goal setting theory.

article

The Effect of a Consciously Set and a Primed Goal on Fair Behavior

Deshani B. Ganegoda, Gary P. Latham, Robert Folger

Human Resource Management > 55 > 5 > 789 - 807

Three experiments were conducted to test whether an enhanced degree of fair behavior could be obtained by making justice a goal, whether consciously set, primed, or both. Each experiment assessed fairness in a competitive negotiation context. All participants, across the three experiments, were asked to attain a base‐level performance goal. The first experiment examined how a negotiation is affected...

article

Precarious curve ahead: The effects of forced distribution rating systems on job performance

Sue H. Moon, Steven E. Scullen, Gary P. Latham

Human Resource Management Review > 2016 > 26 > 2 > 166-179

The forced distribution rating system (FDRS) is frequently used to appraise an employee's performance. The purpose of this paper is to synthesize theory and empirical research to present an integrative model for understanding the potential benefits and risks of a FDRS on the three components of job performance: task, citizenship, and counterproductive performance. A FDRS may lead to higher task performance...

article

The Buffering Effect of Perceived Organizational Support on the Relationship Between Work Engagement and Behavioral Outcomes

Amanda Shantz, Kerstin Alfes, Gary P. Latham

Human Resource Management > 55 > 1 > 25 - 38

The present study examined the commonly held assumption that a low level of work engagement leads to higher turnover intentions and employee deviant behavior. Employee survey results (n = 175) from a manufacturing organization in the United Kingdom showed that employee work engagement correlates negatively with lagged measures of turnover intentions and deviant work behavior directed toward the organization...

chapter

Motivate Employee Performance through Goal Setting

Gary P. Latham

Handbook of Principles of Organizational Behavior > Motivation > 161 - 178

Setting specific challenging goals is important for increasing both job performance and job satisfaction. Job satisfaction is the result of an appraisal of one's performance against one's goals. Goal setting theory provides a framework that specifies the most valid and practical ways of increasing employee motivation. The theory states that the simplest, most direct motivational explanation of why...

article

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

Marie‐Hélène Budworth, Gary P. Latham, Laxmikant Manroop

Human Resource Management > 54 > 1 > 45 - 54

This study examines the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview in a business equipment firm. Managers (n = 25) were randomly assigned to one of two conditions. Employees (n = 70) who engaged in a feedforward interview with their manager were observed by an anonymous peer to perform significantly...

article

The effect of priming learning vs. performance goals on a complex task

Xiao Chen, Gary P. Latham

Organizational Behavior and Human Decision Processes > 2014 > 125 > 2 > 88-97

This research examined the effect of priming a learning goal, a performance goal, and both a learning and a performance goal on a task requiring the acquisition of knowledge. A photograph of Rodin’s “The Thinker” primed a learning goal, and a photograph of a racer primed a performance goal, as measured by a projective test. A laboratory experiment (n=88) involving a 2 (a primed learning goal vs. control)×2...

article

Supervisors' exceedingly difficult goals and abusive supervision: The mediating effects of hindrance stress, anger, and anxiety

Mary B. Mawritz, Robert Folger, Gary P. Latham

Journal of Organizational Behavior > 35 > 3 > 358 - 372

This study examined a contextual predictor of abusive supervision. Specifically, we hypothesized that job goals that are judged by supervisors to be exceedingly difficult to attain is a predictor of subordinate‐rated abusive supervisory behavior. Drawing on the cognitive theory of stress, we hypothesized that exceedingly difficult job goals assigned to supervisors predict abusive behavior directed...

article

Transfer of training: Written self‐guidance to increase self‐efficacy and interviewing performance of job seekers

Amanda Shantz, Gary P. Latham

Human Resource Management > 51 > 5 > 733 - 746

Subsequent to training IT professionals ( n = 35) in skills for performing effectively in a selection interview, 16 were randomly assigned to a transfer of training intervention, written self‐guidance (WSG). This methodology is based on social cognitive and self‐persuasion theories. The results showed that WSG resulted in significantly higher ratings from an interviewer than did those in the control...

article

The effect of context‐specific versus nonspecific subconscious goals on employee performance

Gary P. Latham, Ronald F. Piccolo

Human Resource Management > 51 > 4 > 511 - 523

We investigated the effect of context‐specific versus general subconscious goals on job performance in a call center. Employees (n = 54) were randomly assigned to a condition where they were primed by (a) a photograph of people making telephone calls in a call center, (b) a woman winning a race, or (c) a control group. Job performance was measured by the (1) number of and (2) monetary value of pledges...

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Search results for: Gary P. Latham

The Credibility of Goal Priming Research in Work and Organizational Psychology

An Enumerative Review and a Meta‐Analysis of Primed Goal Effects on Organizational Behavior

Advancing Primed Goal Research in Organizational Behavior

An Examination of the Moderating Effect of Core Self‐Evaluations and the Mediating Effect of Self‐Set Goals on the Primed Goal‐Task Performance Relationship

The Effect of a Context‐Specific Primed Goal on Goal Commitment and Team Performance

The Moderating Effect of Performance Feedback and the Mediating Effect of Self‐Set Goals on the Primed Goal‐Performance Relationship

Prime and Performance: Can a CEO Motivate Employees Without Their Awareness?

Maintaining relevance and rigor: How we bridge the practitioner–scholar divide within human resource development

A Dynamic Model of the Longitudinal Relationship between Job Satisfaction and Supervisor‐Rated Job Performance

Toward an Integration of Goal Setting Theory and the Automaticity Model

Goal setting: a possible theoretical framework for examining the effect of priming goals on organizational behavior

The Effect of a Consciously Set and a Primed Goal on Fair Behavior

Precarious curve ahead: The effects of forced distribution rating systems on job performance

The Buffering Effect of Perceived Organizational Support on the Relationship Between Work Engagement and Behavioral Outcomes

Motivate Employee Performance through Goal Setting

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

The effect of priming learning vs. performance goals on a complex task

Supervisors' exceedingly difficult goals and abusive supervision: The mediating effects of hindrance stress, anger, and anxiety

Transfer of training: Written self‐guidance to increase self‐efficacy and interviewing performance of job seekers

The effect of context‐specific versus nonspecific subconscious goals on employee performance

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