Beyond the Individual Victim: Linking Sexual Harassment, Team Processes, and Team Performance

2005 ◽  
Vol 48 (3) ◽  
pp. 387-400 ◽  
Author(s):  
Jana L. Raver ◽  
Michele J. Gelfand
Keyword(s):  
Sexual Harassment ◽  
Team Performance ◽  
Team Processes ◽  
The Individual

LINKING SEXUAL HARASSMENT, TEAM PROCESSES, AND TEAM PERFORMANCE.

2003 ◽  
Vol 2003 (1) ◽  
pp. G1-G6
Author(s):  
JANA L. RAVER ◽  
MICHELE J. GELFAND
Keyword(s):  
Sexual Harassment ◽  
Team Performance ◽  
Team Processes

Effective teamworking: can functional flexibility act as an enhancing factor?

2010 ◽  
Vol 16 (1/2) ◽  
pp. 74-94 ◽  
Author(s):  
Kym Fraser ◽  
Hans‐Henrik Hvolby
Keyword(s):  
Team Performance ◽  
Manufacturing Environment ◽  
Team Processes ◽  
Content Type ◽  
Functional Flexibility ◽  
Communication Conflict ◽  
The Individual ◽  
The Impact ◽  
Practical Implications ◽  
Labour Flexibility

PurposeTwo of the most sought after properties in today's dynamic and competitive manufacturing environment are labour flexibility and effective teamworking. This is due in no small part to the growth of modern manufacturing philosophies which strongly advocate the need for both teamwork and flexibility. This paper aims to explore the impact of two labour flexibility strategies (functional flexibility and intra‐cell flexibility) on teamwork in a cellular manufacturing environment.Design/methodology/approachUsing a revised input/process/output (IPO) team effectiveness model a questionnaire was designed and a case study undertaken at a large Australian manufacturer. The knowledge, skills, and ability (KSAs) gained from job rotation (flexibility) was quantitatively tested against team processes and team performance.FindingsIt was found that functional flexibility had an overall stronger, significant effect on the five team processes tested (communication, conflict resolution, problem solving, goals and performance, tasks and planning) than did intra‐cell flexibility. In regards to output (team performance) functional flexibility performed better in areas such as customer delivery, inventory holdings and quality, while intra‐cell flexibility performed better in the area of absenteeism. An inconclusive result was obtained for the fifth output measure, efficiency rate.Research limitations/implicationsThe study was conducted at a single organisation, which limits the generalisation of the outcomes, therefore broader research on the area is recommended.Practical implicationsThe study provides evidence that the individual benefits of both functional flexibility and teamworking may be enhanced while being practised concurrently. With labour flexibility and teamwork being key factors in most modern organisations, the practical implications are much wider than the field of manufacturing.Originality/valueIndividually, the literature offers much on teamworking and flexibility but studies exploring the combined effects of these two important elements are rare, especially in the field of manufacturing. The present paper fills some of the gaps

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.

Perceived Mutual Understanding (PMU)

2019 ◽  
Vol 35 (1) ◽  
pp. 98-108 ◽  
Author(s):  
Michael J. Burtscher ◽  
Jeannette Oostlander
Keyword(s):  
Mutual Understanding ◽  
Team Cognition ◽  
Internal Reliability ◽  
Confirmatory Factor Analyses ◽  
Team Processes ◽  
One Dimensional ◽  
Item Parameters ◽  
Three Samples ◽  
Confirmatory Factor ◽  
The Individual

Abstract. Team cognition plays an important role in predicting team processes and outcomes. Thus far, research has focused on structured cognition while paying little attention to perceptual cognition. The lack of research on perceptual team cognition can be attributed to the absence of an appropriate measure. To address this gap, we introduce the construct of perceived mutual understanding (PMU) as a type of perceptual team cognition and describe the development of a respective measure – the PMU-scale. Based on three samples from different team settings ( NTotal = 566), our findings show that the scale has good psychometric properties – both at the individual as well as at the team-level. Item parameters were improved during a multistage process. Exploratory as well as confirmatory factor analyses indicate that PMU is a one-dimensional construct. The scale demonstrates sufficient internal reliability. Correlational analyses provide initial proof of construct validity. Finally, common indicators for inter-rater reliability and inter-rater agreement suggest that treating PMU as a team-level construct is justified. The PMU-scale represents a convenient and versatile measure that will potentially foster empirical research on perceptual team cognition and thereby contribute to the advancement of team cognition research in general.

Grievances against the Morsi Government

2017 ◽  
Author(s):  
Kira D. Jumet
Keyword(s):  
Sexual Harassment ◽  
Presidential Elections ◽  
Muslim Brotherhood ◽  
Interview Data ◽  
Political Appointments ◽  
The Government ◽  
The Muslim Brotherhood ◽  
The Individual ◽  
Political Economic

This chapter outlines the individual grievances arising from political, economic, social, and religious conditions under the government of Mohamed Morsi that became the foundations of opposition to his rule. It focuses on democracy in Egypt, the 2012 presidential elections, and the expectations and promises put forth by Morsi. The chapter also covers popular perceptions of the Muslim Brotherhood and the Freedom and Justice Party, grievances surrounding electricity and gas, security and sexual harassment, Morsi’s speeches and representation of Egypt on the international stage, and Morsi’s political appointments. The chapter relies on interview data and fieldwork conducted in Egypt during the year of Morsi’s presidency.

scholarly journals Investigation of team processes that enhance team performance in business organization

2015 ◽  
Vol 85 (6) ◽  
pp. 529-539 ◽  
Author(s):  
Kengo Nawata ◽  
Hiroyuki Yamaguchi ◽  
Toru Hatano ◽  
Mika Aoshima
Keyword(s):  
Team Performance ◽  
Business Organization ◽  
Team Processes

Relationship between team learning and team effectiveness

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Katia Elizabeth Puente-Palacios ◽  
Raquel Trinchão de Jesus Barouh
Keyword(s):  
Team Learning ◽  
Individual Learning ◽  
Team Processes ◽  
Content Type ◽  
Team Members ◽  
Proposed Model ◽  
Team Potency ◽  
Collective Process ◽  
Antecedents And Consequences ◽  
The Individual

Purpose The purpose of this paper is two-fold: first, to demonstrate that learning occurs as a collective process in addition to traditional individual learning and second, to identify its antecedents and consequences at the team level. Design/methodology/approach Data were gathered using questionnaires answered by 356 participants organized in 90 teams. Quantitative analytic strategies were applied to verify if individual answers of team members were similar enough to compound team scores and to measure the predictive power of the proposed model. Findings Results showed that team learning is a collective phenomenon: intra-team differences were small and differences between teams were significant. Additional results demonstrated that team learning is predicted by team potency (34%) and, at the group level, explains 5% of the team’s satisfaction. Practical implications The findings of the present research suggest that organizational managers can improve the results of teams by supporting the development of social processes such as potency and learning. Originality/value Learning in organizations has received close attention in recent years. However, publications are focusing mostly on the individual learning that occurs in teams and organizations. The main contribution of this paper is to demonstrate what characterizes team learning as a collective process and which relations it maintains with other team processes.

Team Incentives and Bonus Floors in Relational Contracts

2020 ◽  
Vol 95 (6) ◽  
pp. 181-212
Author(s):  
Jonathan C. Glover ◽  
Hao Xue
Keyword(s):  
Performance Measures ◽  
Team Performance ◽  
Performance Measure ◽  
Relational Self ◽  
Relational Contracts ◽  
Optimal Contract ◽  
Agent Model ◽  
Strategic Complementarity ◽  
Multi Agent ◽  
The Individual

ABSTRACT Teamwork and team incentives are increasingly prevalent in modern organizations. Performance measures used to evaluate individuals' contributions to teamwork are often non-verifiable. We study a principal-multi-agent model of relational (self-enforcing) contracts in which the optimal contract resembles a bonus pool. It specifies a minimum joint bonus floor the principal is required to pay out to the agents, and gives the principal discretion to use non-verifiable performance measures to both increase the size of the pool and to allocate the pool to the agents. The joint bonus floor is useful because of its role in motivating the agents to mutually monitor each other by facilitating a strategic complementarity in their payoffs. In an extension section, we introduce a verifiable team performance measure that is a noisy version of the individual non-verifiable measures, and show that the verifiable measure is either ignored or used to create a conditional bonus floor.

Strategic Human Capital, Team Composition and Project Team Performance

2016 ◽  
pp. 106-122
Author(s):  
Francesca Vicentini ◽  
Paolo Boccardelli
Keyword(s):  
Human Capital ◽  
Team Performance ◽  
Project Performance ◽  
Project Team ◽  
Team Composition ◽  
Individual Level ◽  
Strategic Human Capital ◽  
The Individual ◽  
Temporary Teams

This chapter seeks to explore what characteristic of human capital at the individual level links to the performance in project-based organizations (PBOs). In particular, we are interested in the enriching of the individual flexibility construct, which has received minimal investigation from the strategic literature. Moreover, the challenges inherent to this topic are arguably more acute in PBOs, where temporary teams are strategically relevant to the success of the performance and individuals need to be more flexible in order to contribute to high levels of project performance. In particular, we support the idea that the flexibility of members enrolled within teams may influence positively the project performance.

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