Performance

• Performance


  Execution of an action, the ability to perform, the manner of reacting to a stimuli; behavior
• Social Facilitation


  An improvement in task performance that occurs when people work in the presence of other people
• Social Loafing


  The reduction of individual effort exerted when people work in groups compared to when they work alone

  
• Working in Groups


  • Groups tend to lose some of their productivity due to social loafing, but they usually outperform individuals
  • Groups can outperform individuals on more complex tasks that require coordination and collaboration
• Group Creativity


  • Steps can be taken to encourage creativity in groups
• What steps can be taken to encourage creativity in groups?
• Coaction


  People working in the presence of other people, but not necessarily interacting with one another
• Audiences


  Social facilitation also occurs when individuals perform in the presence of an audience
• Inconsistencies did not confirm the "presence of people improves performance" effect
• Dominant Responses


  Dominate all potential responses; located at the top of the organism's response hierarchy
• Nondominant Responses


  Less likely to be performed
• Compresence


  The state of responding in the presence of others
• Challenge Response


  Appeared to be ready to respond to the challenges they faced
• Threat Response


  Appeared to be stress rather than ready for an effective action
• Social Brain


  Neurologically prepared to monitor and respond to other individuals and groups
• Evaluation Apprehension Theory


  Individuals working in the presence of others experience a general concern for how these others are evaluating them and this apprehension facilitates their performance on simple, well-learned tasks
• Self-Presentation Theory


  Controls others' impressions of us by displaying social behaviors that establish and maintain a particular social image, or face
• Distraction-Conflict Theory


  Distraction interferes with the attention given to the task, but these distractions can be overcome with effort
• Social Orientation Theory


  People differ in their overall orientation toward social situations, and these differences determine who will show facilitation in the presence of others and who will show impairment
• Positive Orientation


  Self-confident that they react positively to the challenge
• Negative Orientation


  Approach social situations apprehensively, for they feel inhibited and threatened by people
• Social facilitation occurs because humans, as social beings, respond in predictable ways when joined by other members of their species
• Prejudice and Social Facilitation
• Eating in Groups
• Electronic Performance Monitoring
• Social Facilitation in Educational Settings
• Ringelmann Effect


  The reduction of individual effort exerted when people work in groups compared to when they work alone
• Social Loafing


  The tendency, first documented by Max Ringelmann, for people to become less productive when they work with others; this loss of efficiency increases as group size increases, but at a gradually decreasing rate

  
• When several people perform a task, it is possible that they will not all exert the same amount of effort. Some will work very hard, others will do less, perhaps a few will do nothing at all, while pretending to work hard. Social loafing in groups tend to reduce their overall performance.

  
• Free Riding


  Contributing less to a collective task when one believes that other group members will compensate for this lack of effort
• Sucker Effect


  The tendency for members to contribute less to a group endeavor when they expect that others will think negatively of anyone who works too hard or contributes too much (considering them to be a "sucker")
• Social Compensation


  The tendency for group members to expend greater effort on important collective tasks to offset the anticipated insufficiencies in the efforts and abilities of their co-members
• Process Model of Group Performance


  • Actual productivity (AP) is determined by a group's potential productivity (PP) less all the process losses (PL) the group experiences
• Divisibility


  • Some tasks are divisible—they can be broken down into subtasks that can be assigned to different members—whereas other tasks are unitary
• Quantity vs Quality


  • Some tasks call for a high rate of production (maximization), whereas others require a high-quality, correct outcome (optimization)
• Interdependence


  • Members' contributions to the group task can be combined in different ways: additive, compensatory, disjunctive, conjunctive, and discretionary
• Additive Tasks


  The easiest type of task, both divisible and maximizing
• Additive Tasks


  • The group's total output is the sum of the individual contributions
• Compensatory Tasks


  • The group's total output is the average of the individual contributions
• Disjunctive Tasks


  • The group's total output is determined by the best individual contribution