Team Members' and Supervisors' Ratings of Team Performance: A Case of Inconsistency

2001 ◽  
Vol 88 (3_suppl) ◽  
pp. 1015-1022 ◽  
Author(s):  
Theresa J. B. Kline
Keyword(s):  
Team Performance ◽  
Organizational Support ◽  
Work Teams ◽  
Pearson Correlation ◽  
Correlation Coefficients ◽  
Rater Training ◽  
Team Members

This study used measures of team performance, organizational support, and supervisors' judgment to examine the consistency of ratings of teams by both their members as well as their supervisors. For 75 team members from 13 different work teams in different organizations Pearson correlation coefficients were used to assess the consistency of ratings of these measures within the teams and between teams and supervisors. The results indicate the need for rater training, both at the team and supervisor levels.

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.

scholarly journals The influence of leadership behaviour on organisational citizenship behaviour in self-managed work teams in Malaysia

2009 ◽  
Vol 7 (1) ◽  
Author(s):  
Zoharah Omar ◽  
Arifin Zainal ◽  
Fatimah Omar ◽  
Rozainee Khairudin
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Work Teams ◽  
Pearson Correlation ◽  
Correlation Study ◽  
Positive Influence ◽  
Cross Sectional ◽  
Team Members ◽  
Face To Face ◽  
Leadership Behaviour

This study examined the influence of transformational-transactional leadership behaviour on organisational citizenship behaviour in self-managed work teams and the augmenting effect of transformational-transactional leadership behaviour. This cross-sectional correlation study was conducted on 93 self-managed work teams in a multinational manufacturing company. Data were collected through group face-to-face administration by the researcher and statistically analysed through Pearson correlation, partial correlation and multiple regressions. Results showed that both transactional and transformational leadership behaviour have a positive influence on organisational citizenship behaviour among team members. Transformational leadership behaviour, however, has a greater influence on organisational citizenship behaviour compared to transactional leadership behaviour. The results also conf rmed the augmenting effect of transformational leadership behaviour on the relationship between transactional leadership behaviour and organisational citizenship behaviour.

scholarly journals The Effect of Diversity towards Team Conflict and How Emotional Intelligence Role as Moderating Variable in Improving Team Performance: A Theoretical Study

2021 ◽  
Vol 04 (11) ◽  
Author(s):  
Setria Feri ◽  
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Organizational Support ◽  
Negative Impact ◽  
Negative Effects ◽  
Team Processes ◽  
Team Members ◽  
Team Conflict ◽  
Values And Beliefs ◽  
Relationship Of

This article is a literature review that discusses the effect of diversity on the occurrence of team conflict and how emotion al intelligence role as a moderating variable to improve team performance. Diversity may trigger relationship conflicts within the team that affect their performance. However, not all diversity has a negative impact if the organization concerned can create a cohesiv e team. Team members with higher levels of expertise on the team should be given more influence over team processes and outcomes. Organizational support and openness have different effects on the relationship of diversity to the occurrence of conflict within the organiz ation. The emotional intelligence of team members was found to play an important role in reducing the negative effects that might be trigg ered by diversity. Emotionally intelligent team members are generally more capable of dealing with differences. Thus, they are more aware of the creative potential of their different thoughts, values, and beliefs. In conclusion, one of the efforts to improve team performance is to reduce or prevent conflicts within the team through emotional intelligence.

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>

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.

scholarly journals Positive Institutions and their relationship with transformational leadership, empathy and team performance

2015 ◽  
Vol 2 (2) ◽  
pp. 38 ◽  
Author(s):  
Jessica Solares Menegazzo ◽  
Valeria Cruz-Ortiz ◽  
Alberto Ortega-Maldonado ◽  
Marisa Salanova
Keyword(s):  
Transformational Leadership ◽  
Team Performance ◽  
Work Teams ◽  
Correlation Coefficients ◽  
Educational Institutions ◽  
Average Deviation ◽  
Mediating Role ◽  
Interclass Correlation ◽  
The Relationship

<p>The current study tests the relationship between transformational leadership, empathy and excellent team performance, based on the HEalthy &amp; Resilient Organizations (HERO) Model (Salanova, Llorens, Cifre &amp; Martínez, 2012) in positive institutions, the third pillar of positive psychology (Seligman &amp; Csikszentmihalyi, 2000). The study of empathy and its role in companies is important because it is not yet widely known the benefits that can provide to any institution. The study attempt to show a full mediating role of empathy in this relationship. The sample consist on  69 work teams, from 7 Small -and Medium- sized Enterprises (SMEs) including 4 educational institutions and 3 institutions of medical services from Spain. The Interclass Correlation Coefficients (ICC1 and ICC2) and the Average Deviation Index (ADM(J)) supports data aggregation at the team level. The results using SEM, through work teams, supported the hypothesis, that is, the empathy plays a full mediating role between transformational leadership and excellent team performance. Finally, theoretical and practical implications of the results are discussed.</p>

scholarly journals THE GARIBALDI RANKING MODE METRIC (GR2M) MODEL AS A METHOD FOR ASSESSING ACCURATE AND FAIR WORK TEAMS

2019 ◽  
Vol 2 (1) ◽  
pp. 67-76
Author(s):  
Ganjar Garibaldi
Keyword(s):  
Performance Appraisal ◽  
Team Performance ◽  
Research Method ◽  
Team Member ◽  
Work Teams ◽  
Work Team ◽  
Team Members ◽  
The World ◽  
Significant Factors ◽  
Assessment Results

Garibaldi Ranking Mode Metric (GR2M) Model, is a work team performance appraisal method that aims to provide information of team performance obtained from the assessment of perceptions of all team members, which aims to provide accurate data on the performance of each team member performance. In this method GR2M assessment, each member is required to provide an assessment with a comprehensive ranking and modus method for all team members, including himself. Furthermore, by compiling and averaging all the assessment results of all team members, an assessment will be obtained that represents all assessors' perceptions in this case, all team members. Dimensions used for this are; 1) Work process and 2) Work results. While each dimension consists of several indicators. From testing on the main sectors of business that are growing rapidly, namely Information and telecommunications in Indonesia that are quite representative and the world of education, obtained fair and accurate assessment results representing the perceptions of the team members. Qualitative research method with triangulation validation. With this method it is proven that the factors tested are significant factors in explaining and measuring the potential of the correlation.

An empirical examination of the emergence of collective psychological ownership in work team contexts

2019 ◽  
Vol 26 (5) ◽  
pp. 657-676 ◽  
Author(s):  
Jon L. Pierce ◽  
Dahui Li ◽  
Iiro Jussila ◽  
Jianyou Wang
Keyword(s):  
Team Performance ◽  
Work Teams ◽  
Psychological Ownership ◽  
Self Management ◽  
Work Team ◽  
Empirical Examination ◽  
Team Members ◽  
Performance Effectiveness ◽  
Sense Of Ownership ◽  
Serial Mediation

AbstractAs work teams have increasingly become the cornerstone of the post bureaucratic organization, there have been calls for a greater understanding of collective thought and action. Such understanding is deemed important for the design and management of teamwork. Theory suggests that feelings of ownership manifest themselves at the collective level, and positively affect team performance effectiveness. This study illuminates the role played by teamwork complexity and team self-management in the emergence of the psychological processes that are associated with the manifestation of job-focused collective psychological ownership (CPO). In addition, employment of serial mediation suggests that both teamwork dimensions put employees on two routes (intimate knowing of and the collective investment of the team members' selves into the job) that lead to the emergence of a collective sense of ownership, and together these two route variables and CPO sequentially mediated a positive relationship between teamwork design and team performance effectiveness.

Reliability of the Minimum Masking Level as Outcome Variable in Tinnitus Clinical Research

2020 ◽  
Vol 29 (3) ◽  
pp. 429-435
Author(s):  
Patricia C. Mancini ◽  
Richard S. Tyler ◽  
Hyung Jin Jun ◽  
Tang-Chuan Wang ◽  
Helena Ji ◽  
...  
Keyword(s):  
Standard Deviation ◽  
High Frequency ◽  
Pearson Correlation ◽  
Correlation Coefficients ◽  
Outcome Variable ◽  
Reliable Estimate ◽  
Moderate Correlation ◽  
Trained Subjects ◽  
The Relationship ◽  
Minimum Intensity

Purpose The minimum masking level (MML) is the minimum intensity of a stimulus required to just totally mask the tinnitus. Treatments aimed at reducing the tinnitus itself should attempt to measure the magnitude of the tinnitus. The objective of this study was to evaluate the reliability of the MML. Method Sample consisted of 59 tinnitus patients who reported stable tinnitus. We obtained MML measures on two visits, separated by about 2–3 weeks. We used two noise types: speech-shaped noise and high-frequency emphasis noise. We also investigated the relationship between the MML and tinnitus loudness estimates and the Tinnitus Handicap Questionnaire (THQ). Results There were differences across the different noise types. The within-session standard deviation averaged across subjects varied between 1.3 and 1.8 dB. Across the two sessions, the Pearson correlation coefficients, range was r = .84. There was a weak relationship between the dB SL MML and loudness, and between the MML and the THQ. A moderate correlation ( r = .44) was found between the THQ and loudness estimates. Conclusions We conclude that the dB SL MML can be a reliable estimate of tinnitus magnitude, with expected standard deviations in trained subjects of about 1.5 dB. It appears that the dB SL MML and loudness estimates are not closely related.

Development of a German-Language Questionnaire to Measure Collective Orientation as an Individual Attitude

2017 ◽  
Vol 76 (3) ◽  
pp. 91-105 ◽  
Author(s):  
Vera Hagemann
Keyword(s):  
Team Performance ◽  
Reliability And Validity ◽  
Future Research ◽  
German Language ◽  
Team Members ◽  
Collective Orientation ◽  
Team Research ◽  
German Speaking ◽  
Individual Variables ◽  
The Individual

Abstract. The individual attitudes of every single team member are important for team performance. Studies show that each team member’s collective orientation – that is, propensity to work in a collective manner in team settings – enhances the team’s interdependent teamwork. In the German-speaking countries, there was previously no instrument to measure collective orientation. So, I developed and validated a German-language instrument to measure collective orientation. In three studies (N = 1028), I tested the validity of the instrument in terms of its internal structure and relationships with other variables. The results confirm the reliability and validity of the instrument. The instrument also predicts team performance in terms of interdependent teamwork. I discuss differences in established individual variables in team research and the role of collective orientation in teams. In future research, the instrument can be applied to diagnose teamwork deficiencies and evaluate interventions for developing team members’ collective orientation.

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