The Conference Board uses cookies to improve our website, enhance your experience, and deliver relevant messages and offers about our products. Detailed information on the use of cookies on this site is provided in our cookie policy. For more information on how The Conference Board collects and uses personal data, please visit our privacy policy. By continuing to use this Site or by clicking "OK", you consent to the use of cookies. 

27 Mar. 2014 | Comments (0)

Consecutive high-performance goals deplete employees’ cognitive resources and tend to exacerbate unethical behavior over time, say David T. Welsh of the University of Washington and Lisa D. Ordóñez of the University of Arizona. For example, research participants who were given the most difficult goals in a series of arithmetic tasks cheated 84% more than the average. Although tough goals can increase performance, managers should be aware that consecutive difficult goals may generate negative consequences for organizations, the researchers say.

SOURCE:  The dark side of consecutive high performance goals: Linking goal setting, depletion, and unethical behavior


This blog first appeared on Harvard Business Review on 2/5/2014.

View our complete listing of Strategic HR and Leadership Development blogs.


0 Comment Comment Policy

Please Sign In to post a comment.

    Support Our Work

    Support our nonpartisan, nonprofit research and insights which help leaders address societal challenges.