Referents or Role Models? The Self-Efficacy and Job Performance Effects of Perceiving Higher Performing Peers

• 成果类型: Article
• 署名作者: Downes, Patrick E.; Crawford, Eean R.; Seibert, Scott E.; Stoverink, Adam C.; Campbell, Elizabeth M.
• 署名单位: Texas Christian University; University of Iowa; Rutgers University System; Rutgers University New Brunswick; University of Arkansas System; University of Arkansas Fayetteville; University of Minnesota System; University of Minnesota Twin Cities
• 刊物名称: JOURNAL OF APPLIED PSYCHOLOGY
• ISSN/ISSBN: 0021-9010
• DOI: 10.1037/apl0000519
• 发表日期: 2021
• 页码: 422-438
• 关键词: GOAL ORIENTATION; self-efficacy; social-cognitive theory; social comparison theory

摘要

What are the effects of perceiving peers' higher performance? Social-cognitive theory emphasizes the positive influence that perceiving higher performers can have on observer task and job performance (because observational learning from role models enhances self-efficacy). Social comparison theory emphasizes the negative self-evaluations that accompany perceiving higher performers, which should under many circumstances reduce self-efficacy and subsequent task and job performance. To more fully understand the effects of perceiving higher performance, we argue the effects of perceived higher performers on observer task and job performance depend on individuals' disposition in how they cognitively process coworkers' performance. Drawing on goal orientation theory, we suggest individuals with higher levels of performance prove goal orientation (PPGO) primarily interpret perceived higher performers as comparative referents rather than as instructive role models, inhibiting social learning and reducing self-efficacy. Results from a 2 studies (a field study of 110 corporate employees as well as an experimental study with 107 undergraduate students) support these ideas: Individuals with higher levels of PPGO have decreased self-efficacy and performance when observing higher performing coworkers, and individuals with lower levels of PPGO have increased self-efficacy and performance when observing higher performing coworkers.