Performance Of Team Members Research Articles

The Impact of Rudeness on Medical Team Performance: A Randomized Trial.

Iatrogenesis often results from performance deficiencies among medical team members. Team-targeted rudeness may underlie such performance deficiencies, with individuals exposed to rude behavior being less helpful and cooperative. Our objective was to explore the impact of rudeness on the performance of medical teams. Twenty-four NICU teams participated in a training simulation involving a preterm infant whose condition acutely deteriorated due to necrotizing enterocolitis. Participants were informed that a foreign expert on team reflexivity in medicine would observe them. Teams were randomly assigned to either exposure to rudeness (in which the expert's comments included mildly rude statements completely unrelated to the teams' performance) or control (neutral comments). The videotaped simulation sessions were evaluated by 3 independent judges (blinded to team exposure) who used structured questionnaires to assess team performance, information-sharing, and help-seeking. The composite diagnostic and procedural performance scores were lower for members of teams exposed to rudeness than to members of the control teams (2.6 vs 3.2 [P = .005] and 2.8 vs 3.3 [P = .008], respectively). Rudeness alone explained nearly 12% of the variance in diagnostic and procedural performance. A model specifying information-sharing and help-seeking as mediators linking rudeness to team performance explained an even greater portion of the variance in diagnostic and procedural performance (R(2) = 52.3 and 42.7, respectively). Rudeness had adverse consequences on the diagnostic and procedural performance of the NICU team members. Information-sharing mediated the adverse effect of rudeness on diagnostic performance, and help-seeking mediated the effect of rudeness on procedural performance.

Peer pressure and productivity: The role of observing and being observed

Peer effects arise in situations where workers observe each others’ work activity. In this paper, we disentangle the effect of observing a peer from that of being observed by a peer, by setting up a real effort experiment in which we manipulate the observability of performance. In particular, we randomize subjects into three groups: in the first one subjects are observed by another subject, but do not observe anybody; in the second one subjects observe somebody else's performance, but are not observed by anybody; in the last group subjects work in isolation, neither observing, nor being observed. To assess the importance of payoff externalities in the emergence of peer effects, we consider both a piece rate compensation scheme, where pay depends solely on own performance, and a team compensation scheme, where pay also depends on the performance of other team members. Overall, we find some evidence that subjects who are observed increase productivity at least initially when compensation is team based, while we find that subjects observing react to what they see when compensation is based only on own performance.

"Peer Feedback Increases Team Member Performance, Confidence and Work Outcomes: A Longitudinal Study"

Using a sample of 352 students we test the benefits of repeated use of a centralized peer evaluation system (PES) on student effectiveness and confidence working in different teams over six semeste...

How much has my co-worker contributed? The impact of anonymity and feedback on social loafing in asynchronous virtual collaboration

This paper reports an experiment that investigates how feedback about co-worker's performance and anonymity affect a team member's performance in an idea generation task conducted asynchronously. The results indicated that there was no main effect of anonymity: anonymity by itself did not affect group performance. Receiving information about co-worker's performance increased group performance; however, the perceived level of co-worker's performance did not affect group performance. Participants who perceived that their co-workers had high performance experienced significantly more social comparison with identified input than with anonymous input. However, this motivation gain did not translate into a performance gain. Implications of these results and future research are discussed.

Peer Pressure and Productivity: The Role of Observing and Being Observed

Peer effects arise in situations where workers observe each other's work activity. In this paper we disentangle the effect of observing a peer from that of being observed by a peer, by setting up a real effort experiment in which we manipulate the observability of performance. In particular, we randomize subjects into three groups: in the first one subjects are observed by another subject, but do not observe anybody; in the second one subjects observe somebody else's performance, but are not observed by anybody; in the last group subjects work in isolation, neither observing, nor being observed. We consider both a piece rate compensation scheme, where pay depends solely on own performance, and a team compensation scheme, where pay also depends on the performance of other team members. Overall, we find some evidence that subjects who are observed increase productivity at least initially when compensation is team based, while we find that subjects observing react to what they see in a non-linear but monotonic way when compensation is based only on own performance.

Team Tenure and Member Performance: The Roles of Psychological Safety Climate and Climate Strength

Current understanding of the effect of team tenure on team processes suggests that psychological safety climate and climate strength increase as team tenure increases. However, theoretical and empirical work contradicts this assumption. Specifically, team development theories suggest that teams encounter various interpersonal experiences throughout their tenure, making a linear relationship an unlikely description of team tenure’s relationship with psychological safety climate and climate strength. The primary purpose of this research is to develop and test theory that captures the complex way in which psychological safety climate and climate strength develop as a function of team tenure. We found that team tenure had a curvilinear relationship with psychological safety climate and climate strength. Shorter-tenured teams exhibited a negative relationship between team tenure and psychological safety climate and climate strength, whereas longer-tenured teams exhibited a positive relationship between team tenure and psychological safety climate and climate strength. Moreover, we considered whether the nonlinear effect of team tenure translates to affect member performance via psychological safety climate. We found that psychological safety climate was positively related to creative performance regardless of climate strength, whereas psychological safety climate was positively associated with job performance in strong climates but unassociated in weak climates.

How Positive Communication Improves Team Performance and Negative Communication Takes a Toll

In this study we examined the influence of positive and negative team communications on team outcomes, including average team members’ decision making performance and team members’ disagreements. 432 undergraduate students participated in 12 trials of a team-based military simulation task. Results showed that within teams the number of positively valenced team communications was directly and positively related to average team members’ performance. In contrast, the number of negatively valenced team communications was indirectly and negatively related to average team member performance via disagreement in team members’ decision-makings. The asymmetrical effect of positive and negative communications found in this study is consistent with previous literatures on affect and emotions. The implications for research on team communication and for the practice of building effective teams are discussed.

The Effect of Team Leader Skills and Competencies Team: A Structural Equation Modelling Approach

Team work has been emphasized as an important way of getting a piece of job done effectively in organizations by the participation of every member of the team. However, leadership skills and other factors do affect team performance. This study investigated the factors that influence the effective performance of research clusters team leaders and team members in the Universiti Teknologi PETRONAS (UTP). A survey was conducted and a hundred and seventy six (176) faculty staffs and members of different research cluster in UTP participated in the study. Structural equation modelling (SEM) technique was employed to analyze the data. The outcomes of the study shows that team leaders Human Skills and Team self Evaluation significantly influence the effective performance of the team. Also, team self evaluation have a direct effect on technical skills. Implication for practise and future works was also discussed.

Peer Pressure and Productivity: The Role of Observing and Being Observed

Peer effects arise in situations where workers observe each others’ work activity. In this paper we disentangle the effect of observing a peer from that of being observed by a peer, by setting up a real effort experiment in which we manipulate the observability of performance. In particular, we randomize subjects into three groups: in the first one subjects are observed by another subject, but do not observe anybody; in the second one subjects observe somebody else’s performance, but are not observed by anybody; in the last group subjects work in isolation, neither observing, nor being observed. We consider both a piece rate compensation scheme, where pay depends solely on own performance, and a team compensation scheme, where pay also depends on the performance of other team members. Overall, we find some evidence that subjects who are observed increase productivity at least initially when compensation is team based, while we find that subjects observing react to what they see when compensation is based only on own performance.

Identification of dysfunctional cooperative learning teams and troubled individuals

AbstractIn cooperative learning, students work together as a team to maximize the academic success of all the team members. The failure of even a single member can compromise the success of the entire team. Thus, to evaluate the functioning of the team reliably, it is necessary to consider both the performance of the individual team members and the interactions among them. In this study, a method was developed for identifying dysfunctional teams and troubled individuals by examining the correlation between the team scores obtained in sequential tests and the correlation between the scores obtained by the different team members. The effectiveness of the proposed method was evaluated via field experiments. Forty‐eight students were randomly assigned to cooperative learning teams and their learning performance assessed by four‐unit tests. The results indicated that the proposed method can identify the most troubled individuals in a team even when the team performance/grouping information is not taken explicitly into account. Furthermore, when the team information is considered, the method can identify both the dysfunctional teams and the troubled individuals within the teams. Therefore, the proposed method provides a useful basis for the development of computer‐assisted solutions for assessing the performance of cooperative learning teams.

We're all in this together…except for you: The effects of workload, performance feedback, and racial distance on helping behavior in teams

SummaryWe draw from social categorization theory and the actor–observer hypothesis to extend previous research regarding receiving high levels of help from team members. Specifically, we explore how a team member's performance feedback on how they handled a disproportionately heavy share of the team's workload and how their racial distance from the rest of their teammates affect the amount of helping that person receives from their teammates. Results from a laboratory study in which 79 teams worked on a computerized, decision‐making task demonstrated a three‐way interaction between workload, performance feedback, and the racial distance between the feedback recipient and the rest of their teammates. Racially distant negative feedback recipients who had a disproportionately heavy share of their team's workload received less help from teammates than their racially similar counterparts. Copyright © 2012 John Wiley & Sons, Ltd.

When and Why Does Emotional Intelligence Matter in Self-Managing Teams?

The purpose of this study is to deepen our understanding on the effects of emotional intelligence (EI) on individual performance as a team member (i.e., team member performance) in self-managing te...

Self‐leadership and team members' work role performance

PurposeThe purpose of this present study is to extend previous research on self‐leadership by investigating the relationship between self‐leadership and work role performance of team members, including individual task and team member proficiency, adaptivity, and proactivity. Moreover, it aims to examine the moderating role of collectivism.Design/methodology/approachOrganizational team members' self‐ratings of self‐leadership and six work role performance dimensions (i.e. individual task and team member proficiency, adaptivity, and proactivity, respectively) were collected in a cross‐sectional study and were analyzed using partial least squares modeling.FindingsResults indicate positive relationships between self‐leadership and proficiency, adaptivity and proactivity directed both at the individual task and the team. Results also suggest that collectivism moderated the relation between self‐leadership and team member proficiency.Practical implicationsManagerial implications for personnel selection, leadership, training, and organizational development efforts are provided.Originality/valuePrevious research is extended by providing first evidence of self‐leadership's relationship with a differentiated set of individual task and team member work roles including adaptive and proactive performance aspects.

What makes age diverse teams effective? Results from a six-year research program

Based on a new model of productivity in age diverse tams, findings from a six-year research program are reported in which data from more than 745 natural teams with 8,848 employees in three different fields (car production, administrative work, financial services) were collected. Moreover, central assumptions of this model were tested with a representative survey of the German workforce (N = 2,000). Results support both significant advantages and disadvantages for age-mixed teams. Based on the findings, the following preconditions for the effectiveness of age diverse teams are identified: high task complexity, low salience and high appreciation of age diversity, a positive team climate, low age-discrimination, ergonomic design of work places, and the use of age differentiated leadership. Based on these insights, we developed a new training for supervisors, which addresses the aforementioned aspects and seeks to improve team performance and health of team members. It was found that the training reduces age stereotypes, team conflicts and enhances innovation. Thus, we can conclude that effective interventions for a successful integration of elderly employees in work groups are available and that combinations of measures that address ergonomic design issues, team composition and leadership are to be strongly recommended for practice.

A multilevel model of emotional skills, communication performance, and task performance in teams

SummaryThere is increasing research regarding the influence of emotions on teamwork. In this study, we use a multilevel approach to examine how team members' use of emotion‐related skills affects team task performance and communication performance within the team. We measured individual self‐reported emotional skills prior to team formation and then collected peer‐rated individual communication performance and independently rated team task performance eight weeks later. Although there was no influence at the individual level between emotional skills and performance, team‐level emotional skills positively predicted team task performance scores. At the cross level, team‐level emotional skills predicted individual‐level communication performance. These findings emphasize the importance of distinct team emotional skills in shaping both team performance and individual team member performance. Copyright © 2011 John Wiley & Sons, Ltd.

Individualism–collectivism and team member performance: Another look

SummaryThis study revisits the commonplace research conclusion that greater team member collectivism, as opposed to individualism, is associated with higher levels of individual‐level performance in teams. Whereas this conclusion is based on the assumption that work in teams consists exclusively of tasks that are shared, typical teamwork also includes tasks that are individualized. Results of a laboratory study of 206 participants performing a mix of individualized and shared tasks in four‐person teams indicate that heterogeneous combinations of individualism and collectivism are associated with higher levels of team member performance, measured as quantity of output, when loose structural interdependence enables individual differences in individualism–collectivism to exert meaningful effects. These results support the modified conclusion that a combination of individualism and collectivism is associated with higher levels of member performance in teams under typical work conditions; that is, conditions in which the tasks of individual members are both individualized and shared. Copyright © 2011 John Wiley & Sons, Ltd.

Path to “Stardom” in Globally Distributed Hybrid Teams: An Examination of a Knowledge-Centered Perspective using Social Network Analysis

Although distributed teams have been researched extensively in information systems and decision science disciplines, a review of the literature suggests that the dominant focus has been on understanding the factors affecting performance at the team level. There has however been an increasing recognition that specific individuals within such teams are often critical to the team's performance. Consequently, existing knowledge about such teams may be enhanced by examining the factors that affect the performance of individual team members. This study attempts to address this need by identifying individuals who emerge as “stars” in globally distributed teams involved in knowledge work such as information systems development (ISD). Specifically, the study takes a knowledge-centered view in explaining which factors lead to “stardom” in such teams. Further, it adopts a social network approach consistent with the core principles of structural/relational analysis in developing and empirically validating the research model. Data from U.S.–Scandinavia self-managed “hybrid” teams engaged in systems development were used to deductively test the proposed model. The overall study has several implications for group decision making: (i) the study focuses on stars within distributed teams, who play an important role in shaping group decision making, and emerge as a result of a negotiated/consensual decision making within egalitarian teams; (ii) an examination of emergent stars from the team members’ point of view reflects the collective acceptance and support dimension decision-making contexts identified in prior literature; (iii) finally, the study suggests that the social network analysis technique using relational data can be a tool for a democratic decision-making technique within groups.

Team Leaders and Team Members in Interorganizational Networks

Through the examination of 11 intact interuniversity research project teams, this study examines the relationship between team leaders, team members, their communication networks (represented as structural holes), and performance. The study shows that in the conduct of their work, the team leaders bridged more structural holes than team members. Although team leaders demonstrated a higher level of out-of-alliance performance, they did not demonstrate higher levels of individual performance on their teams (compared with team members). Furthermore, we examined the relationship between structural holes and both individual team member performance and overall team performance. Contrary to our expectations, bridging structural holes were not significantly related to individual team member performance but were negatively and significantly related to overall team performance, the effect of which came mainly from team members’ effective size.

패션기업 팀장의 리더십이 팀 임파워먼트 및 팀원의 성과에 미치는 영향

This study analyzes the effects of leadership by team leaders on team empowerment and the effects of team empowerment on the performance of team members in fashion companies. A survey was conducted from May 1 to June 30 in 2010. The data were collected from team members in fashion companies in the Seoul metropolitan area and 670 respondents were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, and multiple regression analysis. As a result, the leadership of the team leaders was classified by the contingent reward, individualized consideration, intellectual stimulation, charisma, and exceptional management. Team empowerment was classified by the team potency, team autonomy, team impact, and team meaning. The performance of team members were classified by the job accomplishment, job satisfaction, and job commitment. The intellectual stimulation and charisma leadership influenced team empowerment in fashion companies; in addition, the team potency, team impact, and team meaning influenced the performance of team members in fashion companies.

Team Member Personality, Performance and Stress in a RoboFlag Synthetic Task Environment

Effective teamwork is an important component in the control of multiple unmanned vehicles (UVs). Personality traits of individual team members may be a factor influencing overall team performance and individual levels of perceived workload and stress. In this study, a multiple UV environment was simulated by use of the RoboFlag game. Participants played the RoboFlag game individually or in two-person teams and were presented with this sequence of task-phases: RoboFlag alone, RoboFlag with a secondary task, RoboFlag alone. It was predicted that the RoboFlag performance would relate to ‘Big Five’ personality traits. It was also expected that Neuroticism would relate to higher workload and stress, especially in more demanding task conditions. The results suggested that the influence of personality is generally limited, but may sometimes be important. Specifically, high Neuroticism individuals showed higher workload and stress in a team player condition, which may impose social as well as task demands.