Suchergebnisse

Research, starting with Köhler (1926), has demonstrated a type of group motivation gain, wherein the less capable member of a dyad working conjunctively at a persistence task works harder than comparable individuals. To explore possible boundary conditions of this effect, the current experiment systematically varied the amount and timing of performance feedback group members received. Results showed: (a) continuous feedback of both members' performance was not necessary for producing the effect; (b) the effect was attenuated, but not eliminated by delaying and restricting feedback, such that group members only learned which of them was the less capable worker (but not how long s/he persisted) sometime after the task trial was completed; and (c) the motivation gain was eliminated in the absence of any performance feedback (i.e. when neither worker could tell who quit first nor how long either had persisted). Some implications of these results for currently viable explanations of the Köhler effect are discussed. It is concluded that the effect is likely to result from several distinct processes.

This study examined whether increasing evaluation concerns would increase the magnitude of the Köhler effect (i.e., one type of motivation gain that has been documented to occur in small groups). Evaluation concerns were manipulated by having participants work in the physical presence or virtual presence of their coworker. As anticipated, motivation gains were significantly greater for participants who worked in the physical presence of their coworker. These results suggest that evaluation concerns can potentially increase the magnitude of the Köhler effect. Furthermore, the findings have implications for practitioners and researchers interested in the differential impact that face-to-face and virtual mediums have on motivation in groups or teams.