Composition and compensation: The moderating effect of individual and team performance on the relationship between Black team member representation and salary.

The purpose of the present research was to investigate the structural relationships of role differentiation, cohesion, team member satisfaction, and perceived group performance and to examine the moderating effects of barrack’s structure and squad leader’s initiating structure in these relationships. A total of 924 ROK Army soldiers participated in this research and data were collected through survey. Results of the structural equation modeling analysis showed that role differentiation was positively related to cohesion, team member satisfaction, and perceived group performance, respectively. Also, cohesion mediated the relationships between role differentiation and team member satisfaction as well as between role differentiation and perceived group performance. The moderating effect of barrack’s structure in the relationship between role differentiation and team member satisfaction was significant, suggesting that team member satisfaction was higher in the hierarchical barrack than in the horizontal barrack when soldiers perceived that the role differentiation was high. The moderating effect of squad leader’s initiating structure in the relationship between role differentiation and perceived group performance was also significant, suggesting that the relationship between role differentiation and perceived group performance was stronger when squad leader’s initiating structure was high than low. Lastly, the results, implications, and limitations of this research were discussed.

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Leading Teams to Optimize Performance

Human Performance Optimization ◽

10.1093/oso/9780190455132.003.0017 ◽

2019 ◽

pp. 383-402

Author(s):

Lissa V. Young

Keyword(s):

Team Performance ◽

Team Member ◽

Skill Development ◽

Individual Performance ◽

Organizational Life ◽

Critical Aspect ◽

Team Processes ◽

Team Members ◽

Team Structure ◽

The Relationship

Teams are a critical aspect of organizational life and understanding the taxonomy and processes extant in team life is a critical first step in learning how to optimize team and individual performance. This chapter examines key components of both team structure and team processes that form the fundamental underpinnings of team performance. Once leaders understand these constructs and the role they play in team performance, leaders can devise interventions to build better teams. The best teams produce the best team performances and contribute to enhancing the skill development of each individual team member. The relationship between the team and its members is symbiotic. Given this, a leader has the potential to impact the development of teams and individual team members simultaneously.

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The relationship between conflict and team performance in Taiwan: the moderating effect of goal orientation

The International Journal of Human Resource Management ◽

10.1080/09585192.2012.664961 ◽

2012 ◽

Vol 23 (10) ◽

pp. 2126-2143 ◽

Cited By ~ 18

Author(s):

Jia-Chi Huang

Keyword(s):

Goal Orientation ◽

Team Performance ◽

Moderating Effect ◽

The Relationship

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Examining Communication as Information Exchange as a Predictor of Task Cohesion in Sport Teams

International Journal of Sport Communication ◽

10.1123/ijsc.2018-0004 ◽

2018 ◽

Vol 11 (2) ◽

pp. 149-162 ◽

Cited By ~ 3

Author(s):

Colin D. McLaren ◽

Kevin S. Spink

Keyword(s):

Team Performance ◽

Information Exchange ◽

Team Member ◽

Past Research ◽

Hierarchical Regression ◽

Semipartial Correlation ◽

Sport Teams ◽

Task Cohesion ◽

The Relationship ◽

Social Property

Past research in sport has identified a relationship between communication as a social property (i.e., acceptance, distinctiveness, positive conflict, and negative conflict) and task cohesion. Operationalizing communication in this manner is viewing the construct through a social lens. Given that forming task-cohesion perceptions also might be linked to how members exchange information, examining the relationship between communication as information exchange and cohesion appears worthwhile. Results from a hierarchical regression (N = 176) revealed that team member communication as both a social property and information exchange positively predicted perceived task cohesion while controlling for team performance (). Relevant to the study purpose, it was found that communication as information exchange not only contributed unique variance to task cohesion after controlling for communication as a social property and team performance, β = 0.32, sr (semipartial correlation) = .24, but also resulted in a reallocation in variance from the previously significant communication social properties predicting task cohesion.

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