The purpose of this theoretical article is to explore the psychological processes underlying employee participation in goal setting. Specifically, it presents a conceptual model that attempts to illustrate the potential pattern of causal self-attributions generated following the performance of participatively set goals. This article addresses two important questions: What are the cognitive consequences for employees who participate in setting their own performance goals? Do employees feel more personally responsible for the outcomes of their job performance if they have participated in the setting of their work goals? Theoretical assertions are summarized in the form of ...