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Self, Interaction, and Task Orientation Inventory Scores Associated With Overt Behavior and Personal Factors
... Self orientation scores reflect the degree to which a person is more concerned about his own needs than the needs of others; a person with a high score on this dimension typically prefers to be recognized for his efforts, to receive personal praise, and to be a respected leader. Bass et al. (1963) described the task-oriented group member as a person who is reinforced by task effectiveness and concerned with getting the job done, the interaction-oriented person as more concerned with establishing harmonious relationships among the members of the group than with solving the group's problems, and the self-oriented person as concerned mainly with himself rather than with either the task effectiveness or the interaction effectiveness of the group. According to Bass (1977): ...
... These results are based on eighty-four college students who answered the inventory one week apart (Bass, 1967). Bass et al. (1963) found that subjects with high task-orientation scores were more likely to complete a scrambled-words task after time was called than those with low task-orientation scores (point-biserial correlation = .47). These authors also found that subjects with high self-orientation scores volunteered more for solving problems alone than for participating in problem-solving group discussions. ...
The purpose of this study was to investigate the relationship between scores on the Orientation Inventory (Bass, 1962) and overt behavior during a small-group problem-solving activity. Undergraduate volunteers from Prin cipia College were recruited, and five students were assigned to each discus sion group. A videotape of each thirty-minute discussion was made, and a special observation system was developed ¹ to score the students' behavior in ten-second time-sampling intervals into one of five categories: (1) Talking- Task behavior, (2) Talking-Group-Maintenance behavior, (3) Talking-Self- Oriented behavior, (4) Talking-Miscellaneous behavior, and (5) Nonverbal behavior. Scott's π reliability coefficients on a criterion videotape ranged from .72 to .90, with a median of .81. Rank-order correlations and chi-square tests were computed to determine the relationship between scores on the Orientation Inventory and overt behavior during the problem-solving task.
... Studies showed that customers in a shopping environment can be differentiated based on their motivational orientations including task, interaction and self-orientation ( Sheth, 1976 ;Williams et al. , 1990 ;McFarland et al. , 2006 ). This classifi cation originates from the framework of leadership orientations suggested by Bass and his associates ( Bass, 1960 ;Bass et al. , 1963 ). Specifi cally, taskoriented individuals emphasize organizing work, giving structure to the work context, defi ning role responsibilities, setting standards and scheduling work activities, whereas interaction-oriented individuals focus on building camaraderie, respect, trust, fairness and liking between people ( Bass, 1960 ). ...
This study examines the link between customer motivational orientation and customer satisfaction in the Chinese context. The customer motivational orientation-satisfaction model was tested on 349 Chinese bank customers in Macao, China. Results of structural equation modelling indicated that task-oriented and interaction-oriented customers were not equally responsive to the financial services provided. Specifically, task motivational orientation was directly and indirectly related to customer satisfaction through customer perceived service quality, whereas interaction motivational orientation only linked to customer satisfaction through customer perceived service quality as a mediator. The theoretical and practical implications of the findings are discussed.
... The published edition of the Ori (Bass, 1962) represents its fourth revision based on internal consistency analyses and relevant evaluations. For a detailed description of the bases for item selection and the earlier test revisions, the reader is referred to Bass, Dunteman, Frye, Vidulich, and Wambach (1963). ...
REVIEWS RESEARCH BETWEEN 1959 AND 1967 RELATING ORIENTATION INVENTORY (ORI) SCORES TO OTHER SELF-REPORTS AND TO PERFORMANCE IN CONTROLLED EXPERIMENTS. ALTHOUGH MANY OF THE STUDIES ARE BASED ON SMALL SAMPLES AND ORI SCORES ARE RELATIVELY LOW IN RETEST RELIABILITY, THE OVERALL PATTERNS OF RESULTS SUGGEST THE UTILITY OF ASSESSING ORIENTATION AS A WAY OF INCREASING UNDERSTANDING OF PERFORMANCE IN A VARIETY OF SOCIAL SITUATIONS. IN MANY SUCH SITUATIONS, THE GREATEST SOURCE OF VARIANCE MAY BE THE INTERACTION OF INDIVIDUAL ORIENTATION AND THE NATURE OF THE TASK. WHAT IS PUNISHING FOR THE SELF-ORIENTED MAY BE OF NO CONSEQUENCE TO THE INTERACTION-ORIENTED AND POSITIVELY REINFORCING TO THE TASK-ORIENTED. (3 P. REF.)
... Task-oriented subjects were found most likely and interaction-oriented subjects were least likely to continue interrupted tasks. Task-oriented subjects were most likely to volunteer as research subjects while selforiented were least likely, except if a monetary incentive was added (Bass, Frye, Dunteman, Vidulich, & Wambach, 1963). ...
15 self-oriented, 15 interaction-oriented, and 15 task-oriented upper undergraduates took 3 midterm examinations. Each time after responding alone, they met with a partner to discuss the answers, then took the test again. Responses and changes of response of S and partner yielded objective indexes of accuracy, stability, coalescence, successful leadership, and profitability of the discussion. Attitudes toward the discussion were also collected. Each S met with a partner of each other orientation in a counterbalanced order. Interaction-oriented Ss coalesced less, caused partners to experience more conflict, allowed partners to be less successful as leaders, caused partners to participate less, and to make then feel less responsible. Results are consistent with performance of interaction-oriented Ss in other important work situations.
Actors increasingly engage in service ecosystems where multiple other actors can be present and influence value co-creation. Comprehending such contexts has gained importance in research but remains an emerging field of study due to the complexity of such multi-actor encounters. To unpack this complexity, we establish novel actor engagement foundations to explicate value co-creation in multi-actor service ecosystems. Our research informs on value co-creation at a meta-theoretical level utilizing the explanatory power of mid-range theory. We suggest that actor pre-disposition (propensity to engage) differs from actor disposition (readiness to engage) outlined in engagement literature. Applying a longitudinal study design and using an established measurement from organizational psychology, we uncover a novel dynamic perspective on these pre-dispositions prior to and during resource investment throughout multi-actor engagement activities. Self-, social, and task pre-dispositions change over time when actors engage with one another to collaborate making this relatively stable construct of attitude “flexi-stable”.
The authors report a study designed to evaluate the use of communication style by salespeople and their customers. Using a paradigm suggested by Sheth in which the communication styles of customers and salespeople are categorized as task oriented, interaction oriented, or self oriented, they assess whether communication styles are related to sales. They first develop scales to measure these styles and then test whether the styles affect the sales outcome. The results suggest that communication styles are a determinant of the success of the sales interaction.
The present study examined the interactive effects of participation motivation (task, self, and interaction) expressed in early season and successful performance (n = 183) experienced throughout the collegiate hockey season upon satisfaction expressed post-season with individual and team performance. The experimental design consisted of a 2 × 2 factorial comprising two levels of motivation (high vs low) and two levels of success (successful vs unsuccessful). The results indicated that success, motivations, and the various interactions had no effect upon satisfaction with individual performance. Both success and high task-motive resulted in heightened levels of satisfaction in regard to team performance.
In sport, the small group is represented by the team—a network of people who possess a collective identity, have a sense of shared purposes or objectives, use structured patterns of interaction and modes of communication, exhibit personal and task interdependence, and reciprocate interpersonal attraction. This paper discusses research pertaining to the small group in sport within a general systems framework comprised of inputs (personal and environmental factors), throughputs (group interaction and integration processes), and outputs (achievement factors and personal-social factors).
The purposes of this study were to examine the optimal service provider communication style for maximizing patrons' perceived relational benefits, and to examine how perceived relational benefits influence relationship quality and loyalty within the luxury restaurant industry. A review of current communication literature was conducted, and three types of communication styles were derived. Based on the theoretical causal relationships between the proposed constructs in this study, 16 hypotheses were derived, thus creating a conceptual model. The proposed model was tested utilizing data collected from 527 luxury restaurant patrons. The results of data analysis revealed two major findings: (a) a task-orientation communication style enhances patrons' perceived confidence benefits and deepens relationship quality, thus creating patron loyalty; and (b) an interaction-orientation communication style induces rapport between service provider and patrons, thus helping to maximize patrons' perceived relational benefits. Finally, it leads to patron loyalty. Based on these findings, theoretical and managerial implications are discussed.
To obtain further understanding of the effects of orientation on performance, 180 supervisory and technical personnel in a chemical plant were administered the Orientation Inventory, assessing their relative self, interaction, and task orientation. In line with expectations, task orientation correlated positively with success as a technically-trained supervisor, and as a first-line foreman. Engineers in research and design were likewise more task-oriented than those in consultative, supervisory, or administrative work whose interaction orientation was likely to be relatively higher. Orientation differences were also found between echelons and between safety and line supervisors.
This is a slightly edited version of a chapter to appear in a forthcoming book. It is a beginning attempt at codification of existing tools and techniques and is therefore nonexhaustive. The authors welcome feedback from readers concerning omissions and information on new techniques, references, and applicability to therapeutic settings.
As part of a study of the predictive value of a picture-story test in relation to verbal behaviour in group therapy, a positive relationship was recently found between the number of participations patients made in the first session of a new therapy group and the number of times they described human figures on a projective story test as making active, observable ‘approach’ movements toward another person or place (Aston, 1970). It was hoped that this finding might prove helpful in selecting patients for group therapy.
The personality characteristics of volunteers and nonvolunteers were examined for different experimental situations. Volunteers were used for experiments dealing with learning, personality, attitude to sex, and for hypnosis. 400 students in introductory psychology were used. Significant differences were found on 2 of 7 personality variables between volunteers and nonvolunteers for hypnosis. Personality differences existed between volunteers and nonvolunteers associated with different types of volunteering situations. Generalizations made from biased samples can be misleading. 16 references.
This exploratory study determined if the responses of male varsity basketball players to six factors influencing cohesion were a function of level of competitive intensity and/or the importance of the players to their team. Players on intact teams from five levels of competition – elementary school, junior high school, senior high school, small college and large college–responded to a cohesion questionnaire at the end of the season. Coaches designated five players with the most game playing time as “starters” and five players with the least game playing time as “reserves.” A team factor score for Team Performance Satisfaction, Self Performance Satisfaction, Task Cohesion, Affiliation Cohesion, Desire for Recognition and Value of Membership was calculated. Each team factor score served as the dependent variable in a 2 (player status) × 5 (level of competition) analysis ofcovariance design, with teams nested in the second factor. The won-loss record served as the covariate. Results indicated that “starters” were more satisfied with their own performance, were more task conscious, had a greater affiliation desire, and valued their membership on the team to a greater degree than the “reserves.” The elementary and junior high school team members were significantly more satisfied with the team's performance, were more satisfied with their own self performance, were more affiliation conscious, and valued their team membership to a greater degree than did college team members. The interaction between player status and level of competition was not significant for any of the factor scores.
The purpose of this descriptive study was to confirm the presence of cohesiveness factors in male varsity basketball players representing different levels of competition. A secondary purpose was to determine the reliability of the cohesiveness items. A total of 515 players divided among the elementary school (n = 92), junior high school (n = 116), senior high school (n = 110), small college (n = 115), and large college (n = 82) levels of competition responded to a 13 item cohesiveness questionnaire prior to a team practice session. The intraclass reliability coefficient for all items was calculated for two groups. The correlations were all positive and significant ranging from .73 to .94 in junior high players and from .80 to .98 in small college players. A principal factor analysis with iteration was performed on each correlation matrix that represented a level of competition. Oblique rotation to simple structure of each factor matrix was achieved. Six factors were identified. Two factors, namely, team performance satisfaction and task cohesion appeared in all 5 levels. Affiliation cohesion appeared in all levels except senior high. Self-performance satisfaction was identified in the elementary, junior high, and large college levels. Desire for recognition was identified in the elementary, senior high, and small college levels. The last factor, named value of membership, appeared in the junior high and senior high players. A number of the factors were correlated in all levels.
To further the theoretical expectation that orientation would be associated with leadership and related group behavior, the Bass Orientation Inventory was correlated with rated performance in sensitivity training groups of 32 male supervisors and 25 female secretaries, in groups of 48 candidates for supervisory positions undergoing 3 days of assessment, and in reformed groups homogeneous in orientation. Task oriented Ss, particularly among men, were judged most favorably and interaction oriented Ss least favorably both by peers and outside assessors. However, homogeneous groupings for sensitivity training were most satisfying to interaction oriented Ss, whose leaders were most highly interaction oriented. Task oriented group leaders were highly task oriented, but leaders of self-oriented groups were relatively low in self-orientation.
The effects of two different faking instructions on Orientation Inventory scores were investigated in five groups of university students. The faking sets tended to produce increased scores on task orientation and decreased scores on self orientation. Changes in interaction orientation scores were inconsistent. Results were compared with those obtained earlier by Bass.
A revision of the Otis intelligence test, called the Personnel Test, is described. The test is available in three forms and requires only 12 minutes to administer. It may, however, be given with unlimited time, and norms for both speed and power conditions are available. Only those items were included which satisfied the following criteria of validity: differentiation between successful and unsuccessful employees, differentiation between good and poor students, and adequate correlation with total score. Split-half reliabilities for the various forms were found to range from .85 to .94, and the correlations between parallel forms ranged from .83 to .92. The validity of the test is indicated by its high correlation with other intelligence tests and its ability to differentiate successful from unsuccessful employees. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Since the Taylor Manifest Anxiety Scale has proven to be such a useful device in the selection of subjects for experimental purposes, a description of the construction of the test and the normative data that have been accumulated in connection with it are presented as of possible interest to other investigators in the field of human motivation.
In an exploratory study it was found that the expression of self-oriented needs can be rated in the discussion group situation without clinical background information about the need-structure of the participants. "Examination of data collected on 72 decision-making conference groups indicates that the self-oriented needs of the participants are negatively correlated with their satisfaction with its outcomes and are related to various processes which occur during the meeting itself, such as group conflict." Categories and procedures, and observer reliability are discussed.
Effects of the Interaction of Feedback and Motivation on Task Performance
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