Mutual awareness: Enhanced by interface design and improving team performance in incident diagnosis under computerized working environment

2016 ◽  
Vol 54 ◽  
pp. 65-72 ◽  
Author(s):  
Xihui Yuan ◽  
Manrong She ◽  
Zhizhong Li ◽  
Yijing Zhang ◽  
Xiaojun Wu
Keyword(s):  
Team Performance ◽  
Interface Design ◽  
Working Environment ◽  
Mutual Awareness

Uncovering cognitive and affective sources of satisfaction homogeneity in work teams

2017 ◽  
Vol 21 (4) ◽  
pp. 646-668 ◽  
Author(s):  
Benjamin Haarhaus
Keyword(s):  
Job Satisfaction ◽  
Team Performance ◽  
Work Teams ◽  
Working Environment ◽  
Team Members ◽  
Path Analyses ◽  
And Performance ◽  
Team Functioning ◽  
Core Self ◽  
Level Satisfaction

Shared satisfaction in teams is crucial for team functioning and performance. However, it is still unclear how and why team members’ job satisfaction transforms into a shared team property. Based on affective events theory, I test hypotheses about situational, dispositional, and social antecedents of satisfaction homogeneity with a comprehensive model. Path analyses based on data from 415 team members working in 110 teams suggest that job satisfaction homogeneity primarily depends on characteristics of the working environment. Experiencing similar affective job events increased the likelihood of shared satisfaction by inducing shared affect. Team members’ personality traits (core self-evaluations) had indirect and small effects on satisfaction homogeneity. Unlike earlier studies, there was no evidence that social interaction leads to agreement in job satisfaction. Additionally, I partly replicated the finding that satisfaction homogeneity moderates the team-level satisfaction–team performance relationship.

Examining team performance: the role of psychological contracts and engagement among co-workers

2020 ◽  
Vol 8 (3) ◽  
pp. 327-343
Author(s):  
Frits Schreuder ◽  
René Schalk ◽  
Sasa Batistič
Keyword(s):  
Team Performance ◽  
Psychological Contract ◽  
Work Teams ◽  
Psychological Contracts ◽  
Working Environment ◽  
Work Team ◽  
Role Performance ◽  
Content Type ◽  
Team Members

PurposeThe aim of this study was to investigate the role of shared psychological contract beliefs between colleagues in a work team, in team in-role performance and extra-role behaviours.Design/methodology/approachEmployees and team managers of 113 work teams answered questions about their working environment and relationships with experiences and perceptions. The data were used in CFA and structural modelling.FindingsThe results indicated that evaluations of co-worker psychological contracts in work teams are significantly associated with team in-role performance and extra-role behaviours through work engagement.Practical implicationsEmployees with perceived contract fulfilment not only contribute more to their team but also change their expectations of what a team should offer. Managers should be informed that these new and enhanced expectations have repercussions for existing HRM practices.Originality/valueLaulié and Tekleab (2016) have suggested that perceptions of psychological contract fulfilment shared by team members may act as a motivational driver for team performance, team attitudes and behaviours. This study is one of the first applications of this proposition in a mediation model and empirically tested for non-hierarchical co-worker relationships.

Human-Computer Interaction

2009 ◽  
pp. 488-494
Author(s):  
Benet Campderrich
Keyword(s):  
Resource Management ◽  
Human Computer Interaction ◽  
Human Resource Management ◽  
Human Resource ◽  
Interface Design ◽  
Working Environment ◽  
Human Errors ◽  
Input And Output ◽  
Command Input ◽  
Computer Interaction

In order to get information from the computers people must give them information and commands, therefore human-computer interaction (HCI) consists of information input and output and command input through the so-called user interface (UI). In accordance with its very name HCI concerns both humans—hereinafter called users—and computers, so it is strongly related to ergonomics and human resource management on one hand, and computer technology on the other. Every domain of ergonomics is concerned, that is, physical (working environment, workstation layout), cognitive (perception, memory, learning, human errors), and organizational. Some points of contact between HCI and human resource management are employee profiles (as a basis to look for the interface design best fitted to the future users), task and workflow design, productivity, and learning period minimization.

scholarly journals Material windows and working stations. The discourse networks behind skeuomorphic interface in Pathfinder: Kingmaker

2021 ◽  
Vol 29 (38) ◽  
pp. 73-94
Author(s):  
Michał Dawid Żmuda
Keyword(s):  
New Media ◽  
Interface Design ◽  
Working Environment ◽  
Game Studies ◽  
Late Medieval ◽  
Narrative Spaces

The article probes the intermedial structure of the skeuomorphic interface in Pathfinder: Kingmaker. The author indicates that intermedia research in game studies is often diachronically limited, focusing on material and semiotic interactions between “old” and “new” media. He proposes to open the field onto historically aware discoursive analysis and bases his method on Friedrich Kittler’s notion of “discourse networks”. This allows him to inspect the game in relation to technologically-founded networks that embody or bring into life specific modes of though and experience. During his analysis, he discovers that the interface design is involved with navigation devices in Late Medieval and Early Renaissance periods, Alberti’s windows as objects through with narrative spaces become visible, isometric modes of objective thinking, industrial and cybernetic notions of control, and the Xerox invention of the computer as a working environment.

Group-View Displays for Enhancing Crew Performance

1995 ◽  
Vol 39 (18) ◽  
pp. 1199-1203 ◽  
Author(s):  
William F. Stubler ◽  
John M. O'Hara
Keyword(s):  
Team Performance ◽  
Interface Design ◽  
Computer Interface ◽  
Human Computer Interface ◽  
Control Room ◽  
Present Information ◽  
Advanced Control ◽  
Recent Developments ◽  
Research Findings ◽  
Display Systems

Group-view displays present information to multiple personnel simultaneously. Recent developments in human-system interface technologies have the potential of increasing the effectiveness of group-view displays in control centers. While established human factors guidelines exist for many visual characteristics of group-view displays, limited guidance has been available regarding the functions that these display systems should provide to enhance crew performance in control room settings. This paper draws research findings from the areas of teamwork, computer-supported cooperative work, and human-computer interface design to describe four functions that group-view displays may perform to support various aspects of team performance in advanced control centers.

scholarly journals Working in a pandemic and post-pandemic period – Cultural intelligence is the key

2021 ◽  
Vol 21 (1) ◽  
pp. 53-69
Author(s):  
Namita Mangla
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Cultural Intelligence ◽  
Business Models ◽  
Virtual Team ◽  
Working Environment ◽  
Physical Work ◽  
Role Clarity ◽  
Flexible Work ◽  
Work Arrangements

Working environment has been transformed by this pandemic into flexible work arrangements with a swift acclimatization of technology. The post-pandemic working arrangements are expected to be increasingly driven by technology as business models will also evolve to adopt these changes. Virtual working arrangements bring several challenges like reduced trust, disrupted communication, limited collaboration, lack of role clarity and lowered team performance. The research suggests that the future of work is going to be more dynamic and virtual. The normal physical work arrangements that were in place before the pandemic will evolve to include multiple models. Therefore, the challenges and problems associated with virtual working needs to be addressed along with the increasing adoption. Cultural intelligence helps in fostering ‘trust and understanding’ even among virtual teams. The study surveyed people working virtually during this pandemic and analysed, if cultural intelligence and its dimensions i.e. cognitive, metacognitive, motivational and behavioural have effect on the challenges faced by the virtual teams. It is observed that the behavioural cultural intelligence predicts virtual team effectiveness and address the challenges faced by virtual teams.

From Team Structure to Team Performance: A Framework

2002 ◽  
Vol 46 (3) ◽  
pp. 408-412 ◽  
Author(s):  
Jean MacMillan ◽  
Elliot E. Entin ◽  
Daniel Serfaty
Keyword(s):  
Organizational Structure ◽  
Empirical Evidence ◽  
Team Performance ◽  
Theoretical Framework ◽  
Team Structure ◽  
Mutual Awareness ◽  
Intervening Factors

This paper presents a theoretical framework that links the organizational structure of a team to the team's performance through intervening factors such as the need for coordination, the need for communication, the extent to which the team's mission can be pre-planned, and the team's mutual awareness of each other's tasks. We suggest that the organizational structure of a team interacts with the nature of the team's mission (in particular, the interdependence among the tasks to be performed) to generate the need for coordination in order to successfully accomplish the mission. The need for coordination and the extent to which the mission can be pre-planned drive the need for communication during the mission. The efficiency of that communication is, in turn, affected by factors such as the team's level of mutual awareness. The paper presents several innovative measures for components of the suggested framework, and summarizes empirical evidence for the framework.

Interface Design

2002 ◽  
Vol 11 (2) ◽  
pp. 8-11
Author(s):  
Kevin Caves ◽  
Frank DeRuyter ◽  
David R. Beukelman
Keyword(s):  
Interface Design
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