Assigned goals and task performance in a Caribbean context: Extending management research to an emerging economy

Abstract

Purpose

The purpose of this project was to evaluate the effectiveness of goal setting in improving performance in an emerging economy, Barbados.

Design/methodology/approach

There is a substantial body of literature which has shown that goal setting improves performance in the developed world, but there is relatively little research examining these relationships in emerging economies. This experimental study sought to extend understanding of the impact of goal setting by testing goals in a carefully controlled environment in an emerging economy. The study considered assigned goals and performance, as well as the moderating impact of personal and cultural characteristics.

Findings

Results supported the hypothesis that specific, difficult goals improve performance. Personal characteristics did not moderate the relationship, but the cultural characteristics of individualism and uncertainty avoidance (UA) did.

Research limitations/implications

The results of this study are limited because of the experimental nature of the study and the student sample, however, the results encourage further research and provide practical guidance for managers in Barbados.

Practical implications

The results suggest that, similar to developed countries, specific and difficult goals result in better performance, and that higher levels of individualism and lower levels of UA result in better performance under the individual assignment conditions of this research.

Originality/value

The research extends the goal‐setting approach to a new environment and provides a foundation for future research, and it provides evidence for managers in organizations in emerging countries that goal‐setting has a positive impact on performance.

Citation

Punnett, B.J., Corbin, E. and Greenidge, D. (2007), "Assigned goals and task performance in a Caribbean context: Extending management research to an emerging economy", International Journal of Emerging Markets, Vol. 2 No. 3, pp. 215-235. https://doi.org/10.1108/17468800710758378