Effects of Reward Structures on Academic Performance and Group Processes in a Classroom Setting

ABSTRACT

Researchers have suggested that cooperative, intergroup competitive, and individualistic reward structures result in different patterns of academic performance and group processes. In this study, we investigated these relationships in an undergraduate business school setting. A reward structure was manipulated across four separate classes, and outcomes were measured using self-reports of group effectiveness, academic performance as graded by instructors, and peer evaluations from group members. The results indicated that group effectiveness was rated significantly higher under the cooperative and no-reward conditions compared to the intergroup competitive reward condition. Peer evaluations in the intergroup competitive condition were significantly lower then those under the other three conditions.