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Abstract The present study attempted to assess the extent to which job incumbents engage in performance relevant self‐regulatory activities. Specifically, the degrees to which 62 insurance salespersons; (1) set performance goals, (2) monitored performance levels, and (3) exercised contingent self‐reward or punishment with respect to goal achievement or goal failure were measured; and, the consequences that such activities had on performance were examined. The results of this study indicate that, in general, subjects set goals, but typically of a distal/result‐orientated, as opposed to a proximal/behaviourally orientated‐nature. Goal setting per se had no effects on sales performance, although an objective measure of goal difficulty was related to this criterion. With respect to self‐monitoring, it was discovered that the greatest amount of performance feedback came from oneself and one's supervisor, as opposed to one's co‐workers. In terms of performance, there was an interaction of feedback source and feedback preference such that the ability to generate internal feedback was related to performance only for individuals who had a preference for such internal feedback. There appeared to be no substantial amount of contingent self‐reward occurring within this organization, although contingent self‐punishment (in the form of self‐criticism) was in evidence; and, such self‐admonishment seemed to have detrimental effects on performance. While the three classes of variables independently explained 26 per cent of the variance in performance, the interactive effects suggested by theories of self‐regulation (Bandura, 1977; Kanfer, 1971) were not in evidence.
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