Team Job Research Articles

团队工作重塑的形成与影响机制

团队工作重塑的形成与影响机制

Impact of Lean Implementation on Employees’ Job Satisfaction in the ABC Apparel Manufacturing Firm

For almost all organizations, employees are the vital resource and they are representing an important asset within the business. The main concern of Human resource management is to improve the potential of employees so that they can get maximum job satisfaction from their work and give their best efforts to the organization. Job satisfaction represents one of the foremost areas facing current managers when it comes to managing their employees. In the current context of Sri Lankan apparel industry, it can be seen that the high labor turnover rate in relation to the labor recruitments. The lean implementation of the apparel industry has been drastically changing the industrial environment and the way a worker perform his job role. As a solution to the labor turnover it is necessary to identify the impact of lean implementation on the employee satisfaction.
 
 ABC apparel manufacturing firm is a one of the apparel manufacturing firms which has implemented lean concepts such as Empowerment, Standardization, Quality Management, Problem Solving Demand, Effort-Reward Fairness, Team Working Culture and Job Rotation. Based on the literature review and preliminary investigation, hypothesis were developed in order to identify the relationship between the lean implementation and job satisfaction. Therefore the primary data for this research were collected through the survey conducted in the ABC Company. The survey was conducted over 60 sample units and the sample was selected using the simple random sampling technique. The collected data were analyzed using the statistical tool namely descriptive statistics, frequencies, correlation and linear regression. Based on the data analysis, it can be concluded that there is a moderate positive relationship between the lean practices and the job satisfaction in the ABC apparel manufacturing firm.

A review of research into knowledge sharing

Purpose The purpose of this study is to summarize findings from research into knowledge sharing and to provide suggestions for further research. Design/methodology/approach A systematic literature review was carried out through three phases – review protocol, conducting the review and reporting the review. A thematic analysis was carried out on 61 peer reviewed studies. Findings The review looks at the impact of knowledge sharing in three categories – individual, team and organizational. The main factors studied were creativity, performance and learning. Knowledge sharing goes beyond work-related impacts and has a positive effect on team climate, job satisfaction and life satisfaction. Directions for future research were identified as adopting an interaction and process perspective, investigating negative, differential and psychological impacts and improving methodology through use of qualitative and longitudinal studies. Practical implications As knowledge sharing does have positive psychological effects including enhanced job and life satisfaction it would be beneficial to build it into the organization’s well-being program. Originality/value This paper has an original approach as it is the first systematic review to be carried out on research into knowledge sharing and suggests areas for further investigation.

Team Creativity in Public Healthcare Organizations: The Roles of Charismatic Leadership, Team Job Crafting, and Collective Public Service Motivation

Our research seeks to examine how and when charismatic leadership exercises influence on the creative behavior of teams in the public healthcare sector. Team creativity can contribute to the ongoing healthcare quality improvement as well as organizational growth. Our research proposes a model in which charismatic leadership has a direct impact on team creativity and an indirect impact on it via team job crafting as a mediator, as well as interacts with collective public service motivation to foster team job crafting. By utilizing the data from physicians and nurses in public hospitals in Vietnam, this study provides empirical evidence for the proposed model. Contributions to theory and practice, as well as paths for future research, are discussed.

An interprofessional perspective on job satisfaction in the operating room: a review of the literature

ABSTRACTMaintaining job satisfaction across the team in the operating room (OR) is essential for reducing staff turnover, stress, burnout, medical errors and increasing patient satisfaction. This literature review explores factors impacting on job satisfaction for OR team members, with a specific focus on nurses, anaesthetists and surgeons. A literature search from January 1997 to November 2017 was conducted using databases CINHAL, psychINFO, Medline and ABI/inform. Surgeon, anaesthetist, OR nurse and OR team job satisfaction studies were included. The search yielded 48 studies. Dominant contributing factors for all three disciplines included: work conditions, support and acknowledgement from management, and fulfilment from the clinical role. Career prospects, research opportunities, autonomy, utilising the full extent of one’s skills, team dynamics/communication, pressure from management, and social support systems were also identified as significant for specific disciplines within the team. This review highlights the importance of addressing factors relating to job satisfaction from an ‘OR team’ perspective and considering the inter-relationship between roles. Further research into ‘team satisfaction’ in the OR, its measurement and its relationship with retention and productivity would be of benefit.

Knowledge Management in Public and Nonprofit Organizations: A Transactive Memory and Employee Perspective

Both public and nonprofit organizations are increasingly relying on teams to solve tasks that are too complex or multifaceted for individuals to solve on their own. The coordination, processing and sharing of internal knowledge on projects and tasks is therefore of growing importance within a systematic internal stakeholder management. Theoretically, this study draws on the transactive memory system (TMS) approach to explain the development of knowledge management and its possible positive effects on team performance and job satisfaction. Data from 86 team leaders and 414 team members of 5 public and 5 nonprofit organizations was collected and analyzed. The results reveal that a team-oriented transformational leadership style has an impact on the development of a functioning transactive memory system. We also find a moderating effect of task complexity on the relationship between TMS and team performance. In addition, the findings suggest that an individual-focused leadership style is positively related to job satisfaction. Finally, we find a cross-level effect of a transactive memory system on individual job satisfaction.

High-Performance Human Resource Practices and Team Job Satisfaction: Moderating Role of Team Citizenship Behaviors

Strategic human resource management literature has highlighted the role of high performance work systems as a set of workplace practices that enhance employee productivity and organizational performance. While the high performance literature has been around for over two decades now, research in this area has been staggered, and inconclusive about the organizational variables that comprise high performance work practices, as well as the effects of these practices on organizational outcomes - especially attitudinal employee outcomes such as job satisfaction and commitment. By creating an environment of empowerment and teamwork, high performance work practices motivate employees to perform better. One of the ways in which these workplace practices achieve higher performance is by eliciting discretionary, or extra-role behaviors, from employees. Using foundational research from the high performance paradigm, this paper examines the effects of team-level strategic HR practices on job satisfaction. Analyses of data collected from 138 frontline teams in US Midwestern hospitals, show that while self-managed work teams and team communication result in higher job satisfaction for members, this effect is mitigated when team members display organizational citizenship behaviors. Theoretical and practical implications of finds are discussed.

Perception of Interdisciplinary Teamwork Amongst Direct Patient Care Providers in a Level 4 Neonatal ICU

Purpose: Effective teamwork in a busy neonatal-infant intensive unit, (N/IICU), is considered an essential factor in delivering high-quality, safe patient care. Literature suggests that important components in building effective teamwork include direct accurate communication, a unified team mission, trust and job satisfaction. Studying human factors and analyzing teambuilding behaviors in the N/IICU involving all caregivers are lacking. The objective of this project …

Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance.

In the absence of clearly established procedures in the workplace, employees will experience a negative affective state. This situation influences their well-being and their intention to behave in ways that benefit the organization beyond their job demands. This impact is more relevant on teamwork where members share the perception of ambiguity through emotional contagion (role ambiguity climate). In the framework of the job demands-resources model, the present study analyzes how high levels of role ambiguity climate can have such an effect to reduce employee affective engagement. Over time it has been associated with negative results for the organization due to a lack of extra-role performance. The sample included 706 employees from a multinational company, who were divided into 11 work teams. In line with the formulated hypotheses, the results confirm the negative influence of the role ambiguity climate on extra-role performance, and the mediated effect of affective engagement in the relationship between the role ambiguity climate and extra-role performance. These findings indicate that the role ambiguity climate is related to the adequate or inadequate functioning of employees within a work context.

Impact of Employee Engagement on Organizational Effectiveness

Purpose: Every organization has the aim of improving their effectiveness. Financial markets are also using different management practices to enhance the competitive level. Purpose of this study is to improve the organization effectiveness by interconnection among all the variables and to check the moderator effect on all these variables. Design/methodology/approach: Convenience sampling technique is used to obtain the data for analysis. A structured questionnaire is made to obtain the data and the sample is 250 employees of all Islamic bank. SEM approach is used to testing the hypothesis for the analysis of moderator. Findings: The results of this study describe that if the training & development, compensation & benefits, leadership and organizational justice are at higher level then it will lead to the higher level of employee engagement. And role of organizational justice also shows the positive relationship on all the variables. Limitations/implications of research: The limitation of this study is that the information is collected only from two cities and the results of this study are not truly defined. Information can be collected from different areas so the better results can be collected. Practical implications: It is difficult to engage the employees especially in the high competitive environment so the results of this research suggest that how an organization can increase the level of engagement among the employees to increase the effectiveness of organization. Originality: Firstly the gap which is covered in literature review is that employee engagement builds team work, training, job security, effective communication and work schedule through leadership, training and development, compensation and benefit and organizational justice, second it tests the positive effect of organizational justice that how a relationship can be more strong and that provides the more data explanations than previous.

Improvement of job engagement after doing team job crafting in human resource management of hospital

Job crafting is becoming popular in term of job design in human resource management. Employees involved in crafting behaviors can change the number, methods, or form of jobs (task changes), how they consider their jobs (cognitive changes), and how they interact with people related to their work (relational boundary changes). Team job crafting is a collective process about what to craft at work and how in order to achieve mutual goals. This paper is a case study conducted at Airlangga University Teaching Hospital to know whether team job crafting may affect job engagement level. The intervention has been performed since January 2017. Job engagement level is measured using (Utrecht Work Engagement Scale) UWES questionnaire. The UWES score is measured before and after interventions and then analyzed statistically. After doing team job crafting, there are significant improvements in job engagement level. Total score of UWES in 2017 is significantly higher compared to 2016 (p<0, 00; CI = 95%). All aspects of job engagement are also improved significantly. Improvement of job engagement after doing team job crafting is linear with what is expressed in much previous research. In term of task changes, the members of the team may change the way of work and work behavior that suitable not only their desire but also others. In term of cognitive changes, there is shifting on the perspective of work linkage. Every worker sees work no longer merely as an individual job, but also within a team. In relational boundaries, changes in attitude of each individual affecting the work atmosphere became more comfortable. Team job crafting is proven may increase the job engagement of staff. Further research should be made in larger scale in order to make a firm conclusion.

Measuring The Impact Of Trust On Job Performance And Self-Efficacy In A Project: Evidence From Saudi Arabia

The individual’s ability to complete the given task effectively can be termed as Self-efficacy. Employee performance is examined about outcomes and behavior. Job performance determines the quality as well as the quantity accomplished by employees over a period. Trust has been widely used as a mediating variable in previous research and has been found to exhibit positive mediating effects on the variables.&#x0D; In our research, we have investigated the factors (Team-self-efficacy and trust) affecting the project team members’ job performance. We have conducted a study to collect data and test the model proposed on 155 respondents (project team members) of a large construction company at Saudi Arabia. The findings demonstrated that trust partially mediated the relationship between the team job performance and self-efficacy. Additionally, significant positive correlations between the variables were found. There have been several studies examining the variables as discussed in the paper. However, there is a paucity of research on small groups like the project teams worldwide. The significance of the results and future research directions were analyzed and discussed. The importance of the results and directions for future research were also put forward.

Team Proactive Personality and Team Performance: the Effect of Collaborative Job Crafting

Based on team composition theory and job crafting research, this study built and examined a comprehensive moderated mediation model in a sample of 88 construction management teams consisting of 88 ...

Burning hearts in conflict

PurposeThe purpose of this study is to investigate the relationships between three conflict types, cognitive task conflict, emotional relationship conflict and emotional task conflict, and team effectiveness (team performance and team job satisfaction).Design/methodology/approachThe authors conducted a group-level ordinary least square regression analysis of 61 working teams to investigate the study variables, and possible interaction effects among them. In an auxiliary analysis (36 teams), they analyzed the role of mood dimensions (hedonic valence and general conflict activation) as mediators to the relationship between cognitive task conflict and team effectiveness.FindingsCognitive task conflict was negatively related to team performance, emotional relationship conflict was negatively related to team job satisfaction and emotional task conflict was positively related to team performance, all controlled for the effect of each other. The relationship between cognitive task conflict and team job satisfaction was negatively moderated by team size. Mood valence mediated the relationship between cognitive task conflict and team performance, and between cognitive task conflict and team job satisfaction.Research limitations/implicationsSeveral possible research lines emanate from the current field study. First of all, the authors suggest that emotional task conflict may be of particular interest, as this is hypothesized and found to be incrementally positively related to team performance. Second, their auxiliary study of the mediating effect of mood valence on the relationship between cognitive task conflict and performance may spur curiosity concerning the role of mood as a mediator of the relationship between task or cognitive conflicts and team effectiveness.Practical implicationsThe practitioner should be advised to try to facilitate the distribution of intragroup conflict in their teams in the direction of an increased level of emotional task conflict (positive for performance) at the expense of cognitive task conflict (negative for performance) and emotional relationship conflict (negative for satisfaction). The practitioner should allow intragroup conflicts to be highly activated (intense), as long as the interactions are strictly directed to the task in hand, and not being personal. In addition, a positive mood in teams may significantly strengthen the team's resilience against adverse consequences of conflicts.Originality/valueThe three conflict types in this three-dimensional intragroup conflict model (3IC) have never been tested before, and the findings open for a conflict type – emotional task conflict – that may generally be conducive for the teams’ performance, evaluated by the teams’ supervisors. This is a conflict type where people simultaneously are emotional and yet task oriented. To the authors’ knowledge, this is a novelty, and they hope that it may encourage further research on this conflict type.

Antecedents of daily team job crafting

ABSTRACTThis study investigated potential antecedents of team job crafting defined as the extent to which team members engage together in increasing (social and structural) job resources and challenges, and decreasing hindering job demands. Mindful of the teamwork literature, we hypothesized that individual employee factors (self-efficacy for teamwork, daily affect), team features (team cohesion, climate) and the organizational context of teams (engaging leadership and organizational resources for teamwork) relate positively to daily team job crafting behaviour. Data were collected among 46 multi-professional rehabilitation teams whose members completed two daily surveys after their weekly meetings. Multilevel regression analyses showed that self-efficacy for teamwork and team members’ positive affect were positively associated with team job crafting behaviour at the individual (within-team) level. In addition, a team climate characterized by a clear vision of the teams’ targets, supportiveness and innovation and connecting leadership were positively related to daily team job crafting at both the within- and between-team levels of the data. Overall, the study offers novel insights into the antecedents of teams’ daily job crafting behaviours. For practice, the results suggest that actions and interventions conducive to positive team processes offer the most promising route to enhancing team job crafting behaviour.

Contradictions in surgical work teams

ABSTRACTTeamwork and communication are essential to effective work groups in health care. This project investigated how an impending technology change spurred the staff in an ophthalmological surgical department to improve their teamwork and communication processes. Data were gathered using focus groups, key informant interviews, and workplace observations involving 56 employees. Qualitative, interpretive analysis indicated that lack of communication impacted team processes and job satisfaction. Participants indicated that sharing knowledge and developing policy knowledge were problematic, especially as those processes concerned job duties. Results were interpreted using structurating activity theory. Analysis identified system-level and structural-level contradictions that hindered activity accomplishment. Several practical implications of findings are offered, including using the experience of work team contradictions as opportunities to transform practices, implementing ongoing inter-professional training for work teams, and providing opportunities for work team members to be reflective about their team experiences. Future research suggestions are offered for extending findings.

Multi-agency working and implications for care managers

Purpose To examine the association between multi-agency working and psychosocial characteristics of work, practitioner time-use and job satisfaction. Design/methodology/approach A comparison of practitioners working in multi-agency (health and social care) and single-agency (social care only) teams, using data from the 2008 evaluation of Individual Budgets pilots in England. Participants worked in care manager roles supporting adult social care service users, and comprised social workers and a smaller number of health professionals. Data was collected using a self-completed questionnaire. Findings Data were returned from 249 respondents (a 29 per cent response rate), with two-thirds working in single-agency teams. No significant differences were found between team type and job satisfaction. Respondents in multi-agency teams reported greater decision autonomy but poorer supervisory support than those in single-agency teams. The latter finding was robust to further exploration using regression to control for confounding factors. Research limitations/implications These data were not specifically collected for the study and response rates were relatively low due to organisational upheaval at the time of data collection, which may affect interpretation. Practical implications Government policy is dedicated to extending integrated forms of working, including multi-agency teamwork. This research suggests that such structures need careful planning for them to work effectively, with particular attention to supervision arrangements. Originality/value This research gives a systematic and objective exploration of the relationship between job characteristics, time-use and satisfaction of practitioners in single as compared to multi-agency teams.

Horizontal Meets Vertical Social Exchange

We theorized and tested the interplay of peer mentoring network density and LMX impacts team potency and subsequent team outcomes (i.e., team productivity, team creativity, team job satisfaction, and team job commitment). Based on a sample of 605 employee-supervisor pairs, 111 teams from 25 organizations in People’s Republic of China, results revealed the peer mentoring network (horizontal social exchange) enhances LMX (vertical social exchange)-team potency relationships. In addition, peer mentoring network density strengthens the mediation of the effect of LMX on various team-level outcomes via team potency.

The individual and joint effects of process control and process-based rewards on new product performance and job satisfaction

An important issue facing innovation managers is how to exercise adequate managerial control over new product development (NPD) teams in order to ensure that project goals are met. The current study advances research on this subject matter by analyzing the individual and joint effects of process control and process-based rewards on job satisfaction and four measures of new product performance. Findings from our study reveal that process control and process-based rewards can have either positive or negative effects depending on the type of performance outcome considered. Thus, process control is beneficial to new product quality but detrimental to adherence to budget, adherence to schedule, and team's job satisfaction. Interestingly, our results suggest opposite effects for process-based rewards. In terms of their joint effects, results suggest that firms should only combine process control and process-based rewards when their goal is to develop new products with high quality.

The place and importance of physiology of voice in the teacher education

The improving technology within the recent years, as well as the recently found and improved devices made understanding the enigmatic human voice and its properties easier, and rendered voice disorders more easily treated (Helvaci: 2003). Alongside to effective experimental practices, voice training includes the theoretical basics of behaviors towards vocal health of a specific individual, its preservation and proper usage, aka a process to be learnt via certain goals (Kose: 2001). An expertise area called “Phoniatry” has been found that regards itself with the problems of individuals that use their voices professionally like singers, politicians, lawyers, teachers, actors and actresses alike. Phoniatry is defined as a team job that necessities the unity among experts. This team is made up of an Otorhinolaryngology expert, a speech and voice therapist and a voice coach concerning the issues in larynx, voice, nose and hearing. Recently it has been made easier to figure out how come the voice of a singer, teacher and/or a theater player roughens and goes hoarse. A tumor that may arise in a smoker or a nodule in a singer are better diagnosed and treated. This is thanks to the researchers conducted to better understand how the human voice came to be, multiplying the importance of voice training. Thereby individuals in different occupational groups started taking voice training lessons to make better use of their voices (Helvaci: 2003). So that the voice of an individual is used in the correct way; this context requires the individuals in speech-related occupations to obtain the necessary physiological info and, thereafter, take up a course to use this info professionally. The most vital of the aforementioned “Team Job” is the individual him/herself, as it all boils down to the willingness of the individual; otherwise the success rate is extremely low. Therefore precautions need to be taken, so as not to encounter any vocal issues. This is, however, related to the education level of the individual. There are vocal training lessons in facilities that produce music teachers and in faculties of education. But there are no theoretical lessons on physiology, not to mention the complete absence of voice use in other faculties. This suggested physiological theoretical lesson is not only required to be mandatory in music education faculties, but also will bring benefits to teacher candidates in other branches for a better occupation. Keywords: Teacher education-Voice physiology - Voice training