A contingency approach to goal setting: Taking task complexity into account

Recent research has demonstrated that challenging, specific goals do not lead to performance increments when tasks are complex. A primary reason cited for this is that challenging, specific goals on a complex task seem to inhibit strategy development that is necessary for effective task performance. The purpose of the present research is to investigate an alternative type of goal, and its influence on strategy and performance on complex tasks. Specifically, a learning goal, that has been shown to lead to effective strategy development and performance in samples of children was investigated. It was proposed that task complexity would moderate the relationship between goals and strategy and performance, with challenging, specific goals having a positive influence on performance when task complexity is low, and learning goals having a positive influence on strategy and performance when task complexity is high. Multi-trial computer simulation of a managerial decision-making task was used to investigate the effects of goal and task complexity on strategy development and performance.; Results from the study partially supported the hypothesis about the effects of goals on strategy development. The hypothesis about the effects of goals on performance was not supported. Additionally, task complexity was found to have a direct effect on strategy and performance. Subjects in the high task complexity conditions displayed sustained levels of strategy and performance across trials, whereas subjects in the low complexity condition displayed deteriorating levels of strategy and performance across performance trials. Implications of this research, both theoretical and practical, are discussed.