Abstract
There has been a great increase of interest by the academics and practitioners in the studies on teamwork and evaluation of team performance in the recent years. Yet there are still some gaps in the related literature especially in team performance evaluation models and approaches. Such models focusing only on individuals as a measurement unit have been criticized because they foster individual competition and harm the team spirit. On the other hand, the models over emphasizing the teams as a measurement unit have been accepted as ignoring the individual performance and recognition and not preventing the social-loafing. It was also noticed that in the literature inter-team performance measurement and evaluation processes have been as well ignored. This study aims at a) reviewing the previous studies on team performance evaluation, b) identifying some integration gaps in current team performance models, c) developing a conceptual model and d) formulating some propositions for the researchers who want to make further studies in this topic. This paper is based on critical review of previous empirical and theoretical team performance measurement literature and it is tried to develop a conceptual model to produce new insights of indicators affecting team performance measurement and evaluation. The study tries to extend the previous work on team performance evaluation models by developing an “integrated” model with some new variables. At the end of the study nine hypothetical propositions were developed. The model intends to suggest some new views related with the team performance’s place in the system of organizational performance.
Highlights
We come across “team” as a prominent phenomenon in almost all types of organizational structures, from sports and art to the worlds of academia and industry (Cohen & Bailey, 1997; Aguinis Gottfredson & Joo, 2013; Barnes et al, 2011)
Studies of role-based performances investigate whether team members undertake necessary roles while they are working (Mathieu et al, 2008. pp. 415-417). When we examine those models relating to team performance, we can see that some focus solely on the individual, some only on the team, while others look at both. (Salas et al, 2009)
We have found that there is no study available, which focuses on individual, team and inter-team performance at the same time, and combined with organizational performance, apart from those studies which examine multi-team systems in another context
Summary
We come across “team” as a prominent phenomenon in almost all types of organizational structures, from sports and art to the worlds of academia and industry (Cohen & Bailey, 1997; Aguinis Gottfredson & Joo, 2013; Barnes et al, 2011). Assessing individual performances and combining these with the results from the organizations performance is required by those structures which are based on team. When implementing any performance management system, we are faced with the question of whether to focus on the individual or on the organization when measuring and evaluating performance To measure and evaluate how the team as a unit contributes to the organization is a very important issue (Barnes et al, 2011). Systems evaluating only the individual can be criticized for inciting internal rivalry, as individuals may seek to maximize their own personal gain, while ignoring team performance goals. It is essential that any such performance management system must be compatible with the goals of the organization Such systems should evaluate the individual, the team, and inter-team performances. We evaluate studies regarding teamwork, and argue the propositions within the scope of the recommended model
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