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Goal setting and competition are two motivation techniques that are thought to have similar effects on goal variables and performance. This study tests the proposition that assigned goals and competition are similar in their effect. The effects of intergroup competition and assigned group goals on a group's efficacy, goals, productivity, and inefficiency were tested, using 351 undergraduate business students in 117 production work groups, in a 2x2 design. Intergroup competition increased the groups'efficacy, goals, and productivity and decreased inefficiency. Assigned goals increased group productivity. Results do not provide initial support for the proposition that assigned goals and competition have similar effects. Researchers and practitioners should be aware of the potential confounding effects of competition on the goal-setting process and goal-setting interventions.

American employees don't expect cradle to grave jobs anymore, but they do expect to be rewarded fairly during their tenure. Although almost half (49%) of U.S. workers are satisfied with their current base pay and most remain loyal to their employers, U.S. workers in the main are deeply frustrated with how their performance is evaluated and rewarded. This is one of the key findings of Sibson & Company's recent survey on the "Rewards of Work." U.S. workers responding to the survey expressed a marked preference for rewards that focus on the individual rather than team or unit performance. In other words, people want to be rewarded for what they personally have contributed. Moreover, employees also are overwhelmingly dissatisfied with how promotions and raises are determined in their organizations. But the silver lining for employers is that fixing problems with how employees are rewarded is far less expensive than fixing the actual amount of rewards employees receive.

The influence of defensive impression management and perceived loafing on group effectiveness was investigatedfor 49 groups of 204 undergraduate business students working for 3 months on a team interdependent task The interaction between perceived loafing and defensive impression management was also tested. Results demonstrated that both independent variables were negatively correlated with satisfaction with group members and group performance. In addition, the perceived loafing by defensive impression management interaction explained significant incremental variance in satisfaction with group members and group performance as predicted. Groups with high levels of perceived loafing had a negative relationship between defensive impression management and group effectiveness, whereas groups with low levels ofperceived loafing had a positive relationship. Implications for managers andfuture research issues are discussed.

Old means of measuring employee effectiveness and value are now outdated and incomplete. In contrast with the past, the knowledge worker is now the dominant source of value creation in an organization. Organizations must develop metrics that measure knowledge worker value. This article explains the use of the human capital approach, which calculates investments and returns on individuals to measure their impact and justify investments. The human capital approach aligns the human resource function with the business. A case study of one company's successful use of the human capital approach demonstrates the advantages of this perspective.