The authors investigated the effects on job performance of 3 forms of goal orientation and 4 self-regulation (SR) tactics. In a longitudinal field study with salespeople, learning and performance-prove goal orientation predicted subsequent sales performance, whereas performance-avoid goal orientation negatively predicted sales performance. The SR tactics functioned as mediating variables between learning and performance-prove goal orientations and performance. Social competence and proactive behavior directly and positively predicted sales performance, and emotional control negatively predicted performance.((c) 2006 APA, all rights reserved).

To embed goal theories more deeply in the domain of top-level leadership behavior and to provide a vehicle to facilitate future research, the authors developed a taxonomy of managerial goals. Interviews with 75 company leaders-founders and presidents-from 3 countries generated 2,182 articulated goals. Content analysis supported 2 taxonomic dimensions: goal content and hierarchical level. The goal content dimension specified 10 categories of substantive goal targets, and the second dimension captured the hierarchical structure of the top leaders' goal sets, with lower-level goals being instrumental toward achieving superordinate goals. The hierarchy comprised 5 goal levels: ultimate, enterprise, strategic, project, and process. Chi-square analyses revealed relationships between goal content and hierarchical level as well as differences between the national subsamples.

From longitudinal data from 129 nursing department employees, organizational commitment was found to be antecedent to job satisfaction rather than an outcome of it. Furthermore, several other variables were found to be causally related to satisfaction but not commitment. Implications of unsubstantiated assumptions regarding causes of commitment are discussed.

The effect of the presence of a drug-testing program and perceived need for the program (operationalized through accident rates, absenteeism, and theft) on potential job applicants' attitudes toward a company and intention to apply to that company was tested. Descriptions of a potential employer containing manipulations of drug-testing program (present or absent) and need for testing (high or low) were read by 163 undergraduate Ss. Participants had more positive attitudes and intentions toward companies that did not have drug-testing programs and toward companies that did not need a testing program. An interactive effect between drug testing and subjective norms on attitudes toward a company was also significant. These results suggest that organizations should consider the effect of drug-testing programs on potential job applicants and that further research about potential applicants' responses is needed.