When Demographic and Personality Diversity Are Both at Play

2017 ◽  
pp. 1135-1161
Author(s):  
Mai P. Trinh
Keyword(s):  
Human Resource ◽  
Diversity Management ◽  
Openness To Experience ◽  
Mutual Support ◽  
Demographic Diversity ◽  
Team Processes ◽  
Team Members ◽  
Team Diversity ◽  
Research Designs ◽  
Personality Diversity

This chapter reviews what we know about the effects of demographic diversity (age, sex, and ethnicity) and personality diversity (conscientiousness, openness to experience, extraversion, emotional stability, and agreeableness) in teams in organizations. It also outlines challenges to today's diversity management and Human Resource (HR) practices, such as the lack of definite conclusions from research results, the mismatch between team diversity research designs and organizations' needs, and the lack of research examining simultaneously different aspects of diversity. Drawing from analysis results of team data from 55 teams of volunteers from Shanghai, the author recommends that HR training and selection take specific team contexts into account and increase attention on functions that support important team processes such as communication and mutual support among team members.

When Demographic and Personality Diversity are Both at Play

2015 ◽  
pp. 54-79 ◽  
Author(s):  
Mai P. Trinh
Keyword(s):  
Human Resource ◽  
Diversity Management ◽  
Openness To Experience ◽  
Mutual Support ◽  
Demographic Diversity ◽  
Team Processes ◽  
Team Members ◽  
Team Diversity ◽  
Research Designs ◽  
Personality Diversity

This chapter reviews what we know about the effects of demographic diversity (age, sex, and ethnicity) and personality diversity (conscientiousness, openness to experience, extraversion, emotional stability, and agreeableness) in teams in organizations. It also outlines challenges to today's diversity management and Human Resource (HR) practices, such as the lack of definite conclusions from research results, the mismatch between team diversity research designs and organizations' needs, and the lack of research examining simultaneously different aspects of diversity. Drawing from analysis results of team data from 55 teams of volunteers from Shanghai, the author recommends that HR training and selection take specific team contexts into account and increase attention on functions that support important team processes such as communication and mutual support among team members.

Which Matters More?

2016 ◽  
pp. 213-239 ◽  
Author(s):  
Mai P. Trinh
Keyword(s):  
Human Resource ◽  
Deep Level ◽  
Diversity Management ◽  
Openness To Experience ◽  
Personality Characteristics ◽  
Mutual Support ◽  
Team Processes ◽  
Team Members ◽  
Surface Level ◽  
Research Designs

This chapter reviews what we know about the effects of surface-level diversity (age, sex, and ethnicity) and deep-level diversity (personality characteristics such as conscientiousness, openness to experience, extraversion, emotional stability, and agreeableness) in organizational teams. It also outlines challenges to today's diversity management and Human Resource (HR) practices, such as the lack of definite conclusions from research results, the mismatch between team diversity research designs and organizations' needs, and the lack of research examining simultaneously different aspects of diversity. Drawing from analysis results of team data from 55 teams of volunteers from Shanghai, the author recommends that HR training and selection take specific team contexts into account and increase attention on functions that support important team processes such as communication and mutual support among team members.

Which Matters More?

2017 ◽  
pp. 136-162
Author(s):  
Mai P. Trinh
Keyword(s):  
Human Resource ◽  
Deep Level ◽  
Diversity Management ◽  
Openness To Experience ◽  
Personality Characteristics ◽  
Mutual Support ◽  
Team Processes ◽  
Team Members ◽  
Surface Level ◽  
Research Designs

This chapter reviews what we know about the effects of surface-level diversity (age, sex, and ethnicity) and deep-level diversity (personality characteristics such as conscientiousness, openness to experience, extraversion, emotional stability, and agreeableness) in organizational teams. It also outlines challenges to today's diversity management and Human Resource (HR) practices, such as the lack of definite conclusions from research results, the mismatch between team diversity research designs and organizations' needs, and the lack of research examining simultaneously different aspects of diversity. Drawing from analysis results of team data from 55 teams of volunteers from Shanghai, the author recommends that HR training and selection take specific team contexts into account and increase attention on functions that support important team processes such as communication and mutual support among team members.

Managing Team Diversity in the Workplace

2020 ◽  
Author(s):  
Maartje Schouten ◽  
Jasmien Khattab ◽  
Phoebe Pahng
Keyword(s):  
Decision Making ◽  
Social Categorization ◽  
Team Members ◽  
Team Diversity ◽  
Team Outcomes ◽  
Personality Diversity ◽  
Elaboration Model ◽  
Dysfunctional Conflict ◽  
Demographic Background ◽  
Main Effects

The study of team diversity has generated a large amount of research because of the changing nature of workplaces as they become more diverse and work becomes more organized around teams. Team diversity describes the variation among team members in terms of any attribute in which individuals may differ. Examples are demographic background diversity, functional or educational diversity, and personality diversity. Diversity can be operationalized as categorical (variety), continuous (separation), or vertical (disparity). Initial research on team diversity was dominated by a main-effects approach that produced two main perspectives: social-categorization scholars suggested that diversity hurts team outcomes, as it decreases feelings of cohesion and increases dysfunctional conflict, whereas the information and decision-making perspective suggested that diversity helps team outcomes, as it makes more information available in the team to help with decision-making. In an effort to integrate these disparate insights, the categorization-elaboration model (CEM) proposed that team diversity can lead both to social categorization and to information elaboration on the basis of contextual factors that may give rise to either process. The CEM has received widespread support in research, but a number of questions about the processes through which diversity has an effect on team outcomes remain.

The Contingent Effect of Team Composition on the Performance of Entrepreneurial Teams

2019 ◽  
pp. 654-680
Author(s):  
Serghei Musaji ◽  
Julio De Castro
Keyword(s):  
Future Research ◽  
Team Composition ◽  
Team Members ◽  
Team Diversity ◽  
Entrepreneurial Teams ◽  
Knowledge Based ◽  
Fertile Ground ◽  
Active Debate ◽  
And Performance ◽  
The Relationship

Despite the continuous interest in studying entrepreneurial teams, the relationship between team composition and, particularly, team diversity and performance remains fertile ground for active debate. Taking roots in the knowledge-based view and organizational learning literatures, this chapter argues that performance in entrepreneurial teams is contingent on (a) the overlap between team members’ knowledge/competences and the content of the performed tasks, (b) the duplication of the team members’ knowledge in the areas with that content, (c) the nature of tasks (exploration or exploitation), (d) the team’s flexibility to adapt to changes in the content and nature of those tasks, and (e) the rate of environmental change. Because an important source of ambiguity in the understanding of how team diversity and performance are linked ties to issues of how team diversity is conceptualized and operationalized, the chapter also proposes a new way of looking at diversity in future research.

scholarly journals The power of individual cultural values in global virtual teams

2012 ◽  
Vol 12 (2) ◽  
pp. 193-210 ◽  
Author(s):  
Audra I. Mockaitis ◽  
Elizabeth L. Rose ◽  
Peter Zettinig
Keyword(s):  
Cultural Values ◽  
Cultural Differences ◽  
Virtual Teams ◽  
Virtual Team ◽  
Global Teams ◽  
Global Virtual Teams ◽  
Team Processes ◽  
Team Members ◽  
Face To Face ◽  
The Relationship

This paper investigates the perceptions of members of 43 culturally diverse global virtual teams, with respect to team processes and outcomes. Despite widespread acknowledgement of the challenges presented by cultural differences in the context of global teams, little is known about the effect of these differences on team dynamics in the absence of face-to-face interaction. Using a student-based sample, we study the relationship between global virtual team members’ individualistic and collectivistic orientations and their evaluations of trust, interdependence, communication and information sharing, and conflict during the team task. Our results suggest that a collectivist orientation is associated with more favorable impressions regarding global virtual team processes and that cultural differences are not concealed by virtual means of communication.

scholarly journals Single- and Multiple-Informant Research Designs to Examine the Human Resource Management−Performance Relationship

2016 ◽  
Vol 27 (3) ◽  
pp. 646-668 ◽  
Author(s):  
Juan Carlos Bou-Llusar ◽  
Inmaculada Beltrán-Martín ◽  
Vicente Roca-Puig ◽  
Ana Belén Escrig-Tena
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Performance ◽  
Research Designs

Predicting human resource competencies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Cognitive Ability ◽  
Human Resource ◽  
Work Experience ◽  
Positive Relationship ◽  
Service Industry ◽  
Individual Characteristics ◽  
Openness To Experience ◽  
Content Type ◽  
Challenging Tasks ◽  
Hr Competencies

Purpose The purpose of the research is to conceptually define and empirically investigate the density of work experience along with individual characteristics [cognitive ability, conscientiousness, openness to experience] and examine their influence on HR competencies. Design/methodology/approach 140 Human Resource [HR] professionals and their supervisors from a service industry sector were surveyed. Conscientiousness and openness to experience were assessed using scales from a five factor inventory. Density of work experience was assessed using a profile with five distinct areas of challenge. Two measures of intelligence were used and averaged. Supervisors were asked to respond to competency items which covered business knowledge, functional expertise and change management. Findings The hypotheses were supported by the evidence in that 1. Cognitive ability had a direct positive relationship both with HR competencies and density of work experience 2. Openness to experience had a direct positive relationship both with HR competencies and density of work experience 3. Conscientiousness had a direct positive relationship with their density of work experience 4. There is a direct positive relationship between density of work experience and HR competencies Research limitations/implications The author notes the following limitations 1. Learning from each role [manager, team leader, individual contributor] was not assessed 2. The measure of density of work experience could be queried or supplemented 3. Any feedback that respondents might have received and any course corrections that may have been made were not considered Practical implications Organizations could consider increasing the density of work experience within the same role and this could have implications for progression to higher levels of pay. Employers could use an approach of gradually increasing the level of responsibility and involvement in challenging tasks of employees who are not of higher cognitive ability. Originality/value Prior to this study there had yet to be no convincing theory developed as to how individuals with specific characteristics acquire the specific competencies necessary for managerial effectiveness.

The Effects of Expertise and Social Status on Team Member Influence and the Moderating Roles of Intragroup Conflicts

2017 ◽  
Vol 44 (4) ◽  
pp. 745-776 ◽  
Author(s):  
Woonki Hong ◽  
Lu Zhang ◽  
Kwangwook Gang ◽  
Boreum Choi
Keyword(s):  
Social Status ◽  
Early Stage ◽  
Project Teams ◽  
Team Processes ◽  
Team Members ◽  
Expectation States ◽  
Team Projects ◽  
Expectation States Theory ◽  
Team Project ◽  
Do So

Drawing on expectation states theory and expertise utilization literature, we examine the effects of team members’ actual expertise and social status on the degree of influence they exert over team processes via perceived expertise. We also explore the conditions under which teams rely on perceived expertise versus social status in determining influence relationships in teams. To do so, we present a contingency model in which the salience of expertise and social status depends on the types of intragroup conflicts. Using multiwave survey data from 50 student project teams with 320 members at a large national research institute located in South Korea, we found that both actual expertise and social status had direct and indirect effects on member influence through perceived expertise. Furthermore, perceived expertise at the early stage of team projects is driven by social status, whereas perceived expertise at the later stage of a team project is mainly driven by actual expertise. Finally, we found that members who are being perceived as experts are more influential when task conflict is high or when relationship conflict is low. We discuss the implications of these findings for research and practice.

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