The Congruence of Goal-Setting Strategies With Socio-Cultural Values and its Effect on Performance

Abstract

The congruence between goal-setting strategies and socio-cultural values of the working environment was investigated in this study. A 3 x 3 factorial design was used to compare kibbutz, public (Histadrut), and private sectors with respect to the goal-setting strategies of group participation, participation by representation, and no participation. Subjects were 135 first-level supervisors who evaluated forms of task descriptions filled out by their subordinates. Performance was measured by the number of descriptions checked by the supervisors. Results indicated that in the private sector, the most effective strategy was assigned goals; in the public sector, participation by representation; and in the kibbutz, group participation. The implications of thesefindings for participation in goal setting and decision making are discussed.