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.

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

Cultural values, entrepreneurial team structure and performance of SMEs

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Bashokuh-E-Ajirloo ◽  
Bahman Khodapanah ◽  
Mehdi Alizadeh ◽  
Mehdi Ebrahimzadeh
Keyword(s):  
Cultural Values ◽  
Team Performance ◽  
Discriminant Validity ◽  
Content Type ◽  
Team Members ◽  
Team Structure ◽  
Entrepreneurial Teams ◽  
Reliability Indicator ◽  
Entrepreneurial Team ◽  
And Performance

PurposeThe main objective of this study is to explain the relationship between members' cultural values on structure and performance of the entrepreneurial teams that located in Tehran.Design/methodology/approachData used in this study are collected by a questionnaire distributed among managers and other executive members of SMEs located in Tehran. One hundred and thirty-nine participants completed the questionnaires, and their responses were analyzed using partial least squares technique. Measures showed good convergent and discriminant validity. Furthermore, Cronbach's alpha, as reliability indicator for all measures, is at the acceptable level.FindingsResearch finding shows that all hypothesis supported in Iran contex. Entrepreneurial team members' cultural values have positive and significant effect on the entrepreneurial team structure. Entrepreneurial team members' cultural values have significant effect on the entrepreneurial team performance and also, the structure of the entrepreneurial team has a positive and significant effect on the entrepreneurial team performance.Originality/valueThese studies mostly focused on technical dimensions of entrepreneurial teams and overlooked the cultural values of their members.

The Impact of Trust on Virtual Team Effectiveness

2014 ◽  
Vol 4 (1) ◽  
pp. 11-28 ◽  
Author(s):  
Yasser A. El-Kassrawy
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Structural Equations ◽  
Team Members ◽  
Competitive Environments ◽  
Team Satisfaction ◽  
And Performance ◽  
The Impact

Given the important role of information technology, virtuality has become crucial issue in contemporary organizations. Virtual teams are comprised of members who are located in more than one physical location. They need to be effectively collaborating to harness their full performance capabilities in order to compete in the highly competitive environments. However, virtual team effectiveness is affected by determinants of trust which include three types; personality, cognitive and institutional-based trust. Therefore, this paper examines the impact of trust determinants on virtual team effectiveness represented in virtual team satisfaction and performance. Through a survey of 125 virtual team members who had experienced at least two years in this field, the results indicated that determinants of trust positively influence virtual team satisfaction and virtual team performance. The authors' structural equations modeling findings also support our hypothetical predictions that personality- based trust, cognitive- based trust and institutional- based trust have a dramatic impact on both of virtual team satisfaction and virtual team performance. Moreover, institutional- based trust is the uppermost driver of virtual team effectiveness. This study provides novel insights into virtual team behaviours, managerial and research implications for effective virtual team.

Attack, Damage and Carry: Role Familiarity and Team Performance in League of Legends

2018 ◽  
Vol 62 (1) ◽  
pp. 130-134 ◽  
Author(s):  
Joshua A. Eaton ◽  
David J. Mendonça ◽  
Matthew-Donald D. Sangster
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Positive Impact ◽  
Social Constructs ◽  
Data Set ◽  
Team Members ◽  
Gaming Environment ◽  
And Performance ◽  
The Impact ◽  
League Of Legends

Objective: This research studies the impact of role familiarity on team performance by examining performance of the “Carry” role in the Multi-player Online Battle Arena gaming environment, League of Legends™. Background: Roles are typically defined as stable patterns of expectations, relationships, and behaviors. As social constructs, roles therefore include notions of status, relationships with additional social actors, and of defined sets of behaviors tied to the assigned role. We hypothesize that the importance of role familiarity in teams is mediated by the nature and extent of team members’ experience working together in defined roles. Methods: The data set used for this study is from League of Legends’ Application Program Interface and consists of ranked match play from 2011–2016. Results: ANOVA and visualization techniques are used to explore match-level data in order to address the proposed research questions. The proportion of time the same team member is assigned to the “Carry” role (role familiarity) has a direct and positive impact on team performance. Conclusions: This study shows how objective, detailed data on teamwork may be used to provide insights into questions of the composition and performance of teams. Additionally, the results illustrate the importance of role familiarity in the performance of teams. Application: This research highlights the value and feasibility of studying virtual teams for new insights into team performance.

scholarly journals Psychological Capital and Core Self-Evaluations in the Workplace: Impacts on Well-Being

2018 ◽  
Vol 10 (2) ◽  
pp. 15 ◽  
Author(s):  
Annita Gibson ◽  
Richard Hicks
Keyword(s):  
Job Satisfaction ◽  
Self Efficacy ◽  
Psychological Capital ◽  
Well Being ◽  
Temporary Employment ◽  
Working Environment ◽  
Future Research ◽  
Psychological Well Being ◽  
Employment Conditions ◽  
Core Self

The uncertainty of today’s working environment, including prevalence of temporary employment conditions in many industries, has affected the psychological well-being of people in the workforce. Psychological well-being affects all aspects of a person’s life, including: pleasure, job satisfaction and fulfilment, and life meaning (Seligman, 2002). Previous studies have investigated how Psychological Capital (PsyCap) and Core Self-evaluations (CSE) are positively related to job satisfaction and performance, but there is little research on the relationships of PsyCap and CSE with psychological well-being (PWB). This present study explored the relationships among PsyCap, CSE, and PWB in a convenience workplace sample of 121 Australian working adults. Results revealed that both PsyCap (involving hope, optimism, resilience and self-efficacy) and CSE (involving evaluations of one’s own locus of control, self-esteem, generalised self-efficacy, and adaptive vs ‘neurotic’ behaviour) were separately positive predictors of wellbeing, consistent with previous studies. There were overlaps in concepts but both PsyCap and CSE together predicted higher levels of well-being than either alone, and CSE was found to be a partial mediator between PsyCap and well-being indicating that both elements were needed in prediction of well-being. Practical implications include that PsyCap and CSE measures can be used together in the workplace in assessment, selection, training and development to help improve the quality of health and well-being of employees.  Limitations and future research directions are indicated.

Study of Team Management and Performance with Linear Regression: A Empirical Study Based on 12 Step Method

2017 ◽  
Vol 14 (1) ◽  
pp. 168-176
Author(s):  
Jian Yu ◽  
Weichu Xu ◽  
M Rogers
Keyword(s):  
Team Performance ◽  
Business Students ◽  
University Student ◽  
Team Management ◽  
Step Method ◽  
Team Members ◽  
Student Teams ◽  
Teamwork Skills ◽  
And Performance ◽  
The Relationship

Teamwork skills have becoming an important asset that employees can bring into an organization. How to make employees work with other team members and make team effective is an important issue in business education. In order to make sense which factors in team management will help improve team performance, we try to design a test among students. In this paper, we focus on using 12-step method to help business students acquire their teamwork skills and improve their team performance in class, and propose and examine several hypotheses on the relationship between 12-step and their impact on team performance with a dataset collecting from university student teams. The results show that initial sharing, continuous sharing and feedbacks are positively associated with team performance, but expectation, equity and celebration are negatively associated with team performance. The findings provide some insights about how to apply different steps in different environments, and show that some measures and steps should be paid more attention in training in a firm or other organizations.

scholarly journals Understanding the Many Factors that Affect the Success of Organizational Work Teams

2016 ◽  
Vol 1 (3) ◽  
pp. 01 ◽  
Author(s):  
Robert J. Trent
Keyword(s):  
Team Performance ◽  
Quantitative Research ◽  
Work Teams ◽  
Value Added ◽  
Policy Implications ◽  
Structured Interviews ◽  
Team Members ◽  
New Findings ◽  
Organizational Work ◽  
The Many

<p>After years of experience and research, one might conclude that organizations are confident in their ability to optimize the use of teams.  In reality, we do not have to look far to find instances where team performance falls disappointingly short.  This article examines the reasons for the success or failure of three organizational work teams.  Using information gained from structured interviews involving team members, team leaders, and managers, a set of value-added findings are reached that explain why a particular team was or was not successful. </p><p> This paper also presents original quantitative research that examined a variety of factors that affect work team success.  It presents insights into a set of important factors that can affect team performance, particularly new findings regarding team size as well as the kind of organizational team model employed.  The article concludes with a set of recommendationsand policy implications derived from the research.  </p>

scholarly journals Hubungan antara Kepuasan Kerja dengan Kinerja Tutor Paket C di PKBM Karang Taruna Kembang Delima

2018 ◽  
Vol 6 (1) ◽  
pp. 54-64
Author(s):  
Gesri Oktavia ◽  
Wisroni Wisroni ◽  
Syuraini Syuraini
Keyword(s):  
Job Satisfaction ◽  
Data Analysis ◽  
Data Collection ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Working Environment ◽  
Low Performance ◽  
And Performance ◽  
Relationship Of ◽  
The Relationship

The background of this research is the low performance of Paket C tutor in PKBM Karang Taruna Kembang Delima. This is allegedly due to the low satisfaction of the tutor's work. The purpose of this research is to make the job satisfaction of tutor, to describe the performance of the package tutor, and to see the relationship of job satisfaction with the performance of the Paket C tutor in PKBM Karang Taruna Kembang Delima. This research is correlational research, with population is tutor of Paket C which amounted to 33 people, sample taken 90% from population that is 30 people with sampling technique that is simple random sampling. Data collection techniques used questionnaires, and data collection tools using questionnaires. Data analysis techniques to describe job satisfaction and performance tutor using the formula percentage, and to see the relationship of job satisfaction with the performance tutor technique data analysis using product moment correlation formula. The results of this study indicate that (1) the satisfaction of Paket C tutor in PKBM Karang Taruna Kembang Delima is low category, (2) the performance of tutor of Paket C package in PKBM Karang Taruna Kembang Delima category low, and (3) there is a significant relationship between job satisfaction with the performance of Paket C tutor in PKBM Karang Taruna Kembang Delima. It is suggested to the manager to improve the work satisfaction of tutors in terms of feelings of pleasure in work and a good working environment for the performance of tutors can increase.

scholarly journals Team Membership Change “Events”: A Review and Reconceptualization

2020 ◽  
Vol 45 (2) ◽  
pp. 219-251
Author(s):  
Hayley M. Trainer ◽  
Justin M. Jones ◽  
Jacob G. Pendergraft ◽  
Cynthia K. Maupin ◽  
Dorothy R. Carter
Keyword(s):  
Empirical Studies ◽  
Future Research ◽  
Team Members ◽  
Membership Change ◽  
The Past ◽  
Change Events ◽  
And Performance ◽  
Team Functioning ◽  
Event Based ◽  
Change Event

Driven by views of teams as dynamic systems with permeable boundaries, scholars are increasingly seeking to better understand how team membership changes (i.e., team members joining and/or leaving) shape the functioning and performance of organizational teams. However, empirical studies of team membership change appear to be progressing in three largely independent directions as researchers consider: (a) how newcomers impact and are impacted by the teams they join; (b) how teams adapt to member departures; or (c) how teams function under conditions of high membership fluidity, with little theoretical integration or consensus across these three areas. To accelerate an integrative stream of research on team membership change, we advance a conceptual framework which depicts each team membership change as a discrete team-level “event” which shapes team functioning to the extent to which it is “novel,” “disruptive,” and “critical” for the team. We use this framework to guide our review and synthesis of empirical studies of team membership change published over the past 20 years. Our review reveals numerous factors, across conceptual levels of the organization, that determine the strength (i.e., novelty, disruptiveness, criticality) of a team membership change event and, consequently, its impact on team functioning and performance. In closing, we provide propositions for future research that integrate a multilevel, event-based perspective of team membership change and demonstrate how team membership change events may impact organizational systems over time and across levels of observation.

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