New PDF release: Multiple Perspectives on the Effects of Evaluation on

By James A. Shepperd (auth.), Stephen G. Harkins (eds.)

In the sphere of psychology, examine parts usually boost in relative isolation. Researchers in numerous components are both now not conscious of, or appear to miss out on the relevance of findings from different parts although it would appear that the findings are without delay proper to their very own. One amazing instance of this is often to be present in learn that specializes in the consequences of assessment on functionality.
This quantity integrates pondering from 5 diverse learn traditions - fulfillment objectives, Intrinsic vs. Extrinsic Motivation, target environment, Social Loafing, and Social Facilitation - throughout the exact structure of a give-and-take dialog among major lecturers from each.

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Additional resources for Multiple Perspectives on the Effects of Evaluation on Performance: Toward an Integration

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Peckham, V. (1974). The Ringelmann effect: Studies of group size and group performance. Journal of Experimental Social Psychology, 10, 371-384. Jackson, J. , & Harkins, S. G. (1985). Equity in effort: An explanation of the social loafing effect. Journal of Personality and Social Psychology, 49, I 199-1206. Jackson, J. , & Williams, K. D. (1985). Social loafing on difficult tasks: Working collectively can improve performance. Journal of Personality and Social Psychology, 49, 937-942. Karau, S.

The dimensionality of the Hollenbeck, Williams, and Klein (1989) measure of commitment on complex tasks. Organizational Behavior and Human Decisions Processes, 70, 105-116. Drucker, P. (1954). The practice of management. New York: Harper. Dunnette, M. , & Hough, L. M. ). (1991). Handbook of industrial and organizational psychology, (Vol. 2). Palo Alto, CA: Consulting Psychologists Press. Earley, P. , and Ekegren, G. (1989). Goals, strategy development, and task performance: Some limits on the efficacy of goal setting.

Research and theory in this area is naturally focused on solving practical problems and, as a consequence, is relatively atheoretical, although increasingly less so. The organizational branch of the field is somewhat more theoretical and mirrors social psychology with its concern for motivation, leadership, decision making, and work attitudes such as job satisfaction, job involvement, and organizational commitment (Katz & Kahn, 1978). The related fields of human resources management and organizational behavior parallel the industrial and organizational branches of the psychological discipline from the business management perspective.

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