Team Rewards Research Articles

The Relationships Among Leader Social Support, Team Social Support, Team Stressors and Team Performance

While workplace stress often leads to poor employee performance, this predicament can be improved through the use of social support and reward mechanisms. This study tests two models to investigate the relationships among support, reward, team stressors and team performance. In model 1, leader social support, team social support, and team reward plays an antecedent role in the relationship of team stressors and performance. In model 2, the tree variables have the moderating effect on the relationship between team stressors and performance. Data are collected from NPD team members of Taiwanese semi-conductor industry. The regression analyses are used for the tests of alignment hypotheses. The Model 1 provides the better explanation of relationships between the above-mentioned variables. This study contributes new evidence to disputed views in previous studies and offers important implications for both research and practice.

Construction Site Management Team Working: A Serendipitous Event

Despite the pervasive appeal of team working in the construction industry, the empirical relationship between team effectiveness and task performance continues to be generally overlooked. Recognized team performance appraisal remains one of the last frontiers of performance management. This paper sets out to challenge the conventional discourse of team working and test the hypothesis that construction site management team working and project performance is unrelated. The explanatory case-study research method utilizes a variety of data-gathering techniques. An attitude statement questionnaire evaluates team efficacy. A customized suite of key performance indicators sympathetic to project performance is used to measure project success. Statistical examination of the data demonstrates a marked correlation between the two variables. Although the results authenticate the universally acclaimed wisdom; teams and performance are inextricably linked, secondary analysis expose widespread contradictions between the rhetoric of team working and the action of practice. Obstacles to team working include management indifference towards substantive team building, organizational barriers to communication, and the absence of team rewards. A paradigm of individualism predominates, abetted by organizational structures and cultural subsystems that uphold individual answerability at the expense of collective responsibility.

The Effect of Horizontal Monitoring on Individual Performance in the Presence of Task Interdependencies

This study examines the implicit incentive effects of horizontal monitoring and team member dependence for individuals working in teams but facing explicit incentives based solely on measures of individual performance. We combine proprietary performance data with survey data for 133 internal auditors. We show that the social influences of relatively high levels of both horizontal monitoring and team member dependence provide implicit incentives that motivate individual performance, making the provision of team rewards unnecessary to ensure individual and team productivity. We conclude that horizontal monitoring and team member dependence are complementary control mechanisms whose effectiveness helps explain the observed practice of organizing work into teams without explicit team-based rewards.

The effects of design integration mechanism on the maturity levels of a collaborative design team

The front-end design process of product design has been a challenge for both academics and organisations. In order to facilitate the process, a mature integrated design team composed of different disciplines is often encouraged. Based on the concept of maturity level, this study first categorised the team maturity into four levels, such as initial, formative, managed, and optimising. Then, this study proposed four types of design integration mechanism (DIM) in the context of product design, which are 1) design interaction; 2) design collaboration; 3) design integrative tool; 4) design team reward. Furthermore, this study selected an intra-university collaborative design team as the subject of a case study. This study found that each type of DIM plays different roles in different maturity levels. Overall, design collaboration received the most importance at three of four levels, except for the initial level, while design team reward received the least importance at all of four levels.

A Cross-National Comparative Study of Senior Management Policy, Marketing-Manufacturing Involvement, and Innovation Performance

The marketing–manufacturing interface is important to the success of product development. This research investigates the effect of senior management policies on the effectiveness of the marketing–manufacturing interface. Based on existing literature, a conceptual framework is developed that relates senior management policies, marketing–manufacturing involvement, and new product performance. The proposed framework is contingent on the national culture of the country in which product development occurs. Structural equation modeling is used to test the framework with data from a sample of 146 U.S. marketing managers and 185 Japanese marketing managers. The results suggest that a number of senior management policies are effective in promoting joint involvement between the marketing and manufacturing functions during the innovation process. While the use of formal cross-functional integration policies was found to promote marketing–manufacturing involvement both in the United States and Japan, team leader autonomy, team rewards, and job rotation were found to promote marketing involvement in the United States but not in Japan. On the other hand, promoting marketing–manufacturing involvement via goal clarity and promotion of teamwork proved to be effective in Japan. The results have a number of implications for product development practice. Foremost among these is the finding that, despite the fundamental ideological differences separating the marketing and manufacturing functions, senior management policies can enhance the level of marketing–manufacturing involvement, and consequently can improve the likelihood of new product success. The second implication is that the effectiveness of specific senior management policies depends on national culture. Thus, managers wishing to improve the marketing–manufacturing interface should select the policies that match the culture in which the product development project is located.

The effect of cooperative learning techniques on college students’ reading comprehension

Abstract This study investigated the impact of Student Team Achievement Divisions (STAD) and Group Investigation (GI), which are two techniques of Cooperative Learning, on students’ reading comprehension achievement of English as a Foreign Language (EFL). After administering an English Language Proficiency test ( Fowler and Coe, 1976 ), 90 homogeneous pre-intermediate female college students were selected, and they were randomly assigned to three groups: two experimental and one control. The experimental groups (A and B) received instruction according to STAD and GI techniques respectively whereas the control group was instructed via the Conventional Instruction (CI) technique which followed an individualistic instructional approach based on the exercises in their regular textbook. A post-test was administered, and its results were analyzed through a one-way ANOVA and post hoc Scheffe statistics. The results revealed that STAD is a more effective technique in improving EFL reading comprehension achievement whereas GI and CI did not enhance reading comprehension significantly. Team rewards, as one of the central concepts of STAD, may have a strong impact on learners’ performance in reading comprehension.

Team Performance Management

List of contributors. Introduction (M.M. Beyerlein et al.). Foreword (L. Broedling). Acknowledgments. Empowering work teams with knowledge: enhancing performance in service and information oriented industries (V. Anand et al.). Cognitive engineering in team performance measurement (R.J. Stout et al.). Helping team members help themselves: propositions for facilitating guided team self-correction (K.A. Smith-Jentsch et al.). Influence in self-managing teams: a conceptual examination of the effects of content and context factors on training enrollment decisions (W.J. Smith et al.). Evaluating the capability formation potential of integrated project teams (P.F. Skilton, V. Smith-Daniels). Applying behavior modification to the management of team performance: a systems perspective (M.T. Barriere et al.). Organizational considerations in the evaluation and compensation of work team performance (D. Windsor). An integrative theoretical framework for understanding team reward allocation preferences (A.G. Parisi, L.T. Eby). Performance management in a fourth wave society: systemic measurement, evaluation, and incentives for developing a holonic performance management system (R.E. Debold, Jr.). Complex systems and sensemaking teams: conflict, connectedness, and leadership (D. Duchon et al.). About the editors.

TEAM-BASED REWARDS: AN INTEGRATIVE THEORETICAL MODEL.

The article presents a model of team-based rewards. It addresses some of the typical problems associated with team rewards. Research on whether it is more effective to compensate team members for t...

Team‐based reward allocation structures and the helping behaviors of outcome‐interdependent team members

PurposeThe purpose of this paper is to examine the effects of two key team‐based pay characteristics – namely reward allocation procedures (i.e. reward based on norms of equity, equality or some combination of the two) and incentive intensity – on both the amount and type of help given to one another among members of outcome‐interdependent teams.Design/methodology/approachA total of 180 undergraduate students participate in a laboratory simulation with a 2 × 3 experimental design. Servicing virtual “clients,” participants receive pre‐scripted requests for assistance from anonymous teammates. ANOVA and hierarchical regression analyses are used to test the hypotheses.FindingsRelative to equity‐oriented group‐based pay structures, equality‐oriented pay structures are found to be associated with both significantly more help giving in general and more of the type of help likely to enhance group‐level competencies (i.e. autonomous help). Incentive intensity strengthens the effects of reward allocation on the amount (but not the type) of help giving.Research limitations/implicationsWhile the short time frame of the simulation poses a significant threat to external validity, the findings suggest that team‐based compensation practices may provide organizational leaders with an important tool by which to shape critical, helping‐related team processes, with potentially important implications for both team learning and performance.Practical implicationsManagers interested in promoting capacity‐building and helping among team members should avoid allocating team rewards strictly on the basis of the individual contribution.Originality/valueThis paper provides the first empirical findings regarding how alternative modes of team‐based reward distribution may influence key group processes among members of outcome interdependent teams.

Legitimacy of team rewards: Analyzing legitimacy as a condition for the effectiveness of team incentive designs

This article illustrates how the legitimacy of pay and evaluation processes in teams affect the effectiveness of team-based incentive designs in organizational work teams. We present a theoretical model of the development of legitimacy in team-based incentive designs and propose that the development of legitimacy for both pay dispersion in teams (i.e., difference in allocations of incentives among team members) and for the use of interdependent evaluations of performance promote team effectiveness. Our model introduces a new perspective to theorize about the conditions under which team rewards are an effective incentive design.

Facing Differences With an Open Mind: Openness to Experience, Salience of Intragroup Differences, and Performance of Diverse Work Groups

This study examined how the performance of diverse teams is affected by member openness to experience and the extent to which team reward structure emphasizes intragroup differences. Fifty-eight heterogeneous four-person teams engaged in an interactive task. Teams in which reward structure converged with diversity (i.e., “faultline” teams) performed more poorly than teams in which reward structure cut across differences between group members or pointed to a “superordinate identity.” High openness to experience positively influenced teams in which differences were salient (i.e., faultline and “cross-categorized” teams) but not teams with a superordinate identity. This effect was mediated by information elaboration.

Cutthroat cooperation: The effects of team role decisions on adaptation to alternative reward structures

Structural Adaptation Theory proposes that it is more difficult for teams to change from competitive to cooperative reward conditions than it is for them to change in the opposite direction, and this has been labeled the cutthroat cooperation effect [Johnson, M. D., Hollenbeck, J. R., Ilgen, D. R., Humphrey, S. E., Meyer, C. J., & Jundt, D. K. (2006). Cutthroat cooperation: Asymmetrical adaptation of team reward structures. Academy of Management Journal, 49, 103–120]. The current study investigated whether team role discussion can neutralize this effect and promote successful adaptation from competitive to cooperative reward structures. Consistent with our predictions, in a study that involved 75 four-person teams performing a complex task under cooperative reward conditions, we found that teams with a history of competitive rewards performed worse than teams with a history of cooperative rewards in a control condition. However, this effect was neutralized when teams allocated their roles in a team role discussion. This neutralization effect was driven by behavioral coordination and unmet expectations regarding conflict.

From the Editors Publishing Laboratory Research inAMJ: A Question of When, Not If

From the Editors Publishing Laboratory Research in<i>AMJ</i>: A Question of When, Not If

A Correlational Study of Political Styles and Power Bases in a Public Sector Organisation

This study is an attempt to find out the relationship between organisational political styles and power bases at different management levels. The four political styles advocated by Kakabadse — traditional, team coach, company baron and visionary — have been taken for this study. And the power bases measured are — reward, coercion, legitimate expert and referent. The sample size for the present study was 100, i.e., 50 at the lower managerial level and 50 at middle management level, within the age range of 35–45 years. It was observed that, except two situations, there is no significant difference between the two managerial levels on the political styles — power base relationship. The result showed that, significant positive correlation appeared between traditional style and coercion power base, team coach style and referent power base, team coach style and reward power base for both the managerial levels, whereas, a significant negative relationship between team coach style and coercion power at both the levels. Company barons were found to be having significant positive relation with legitimate power base at middle level and also satisfactory relation at the lower level. Visionary style was positively correlated with expert power.

Antecedents of team reward attitude.

Antecedents of team reward attitude.

The influence of formal controls on customer interactivity in new product development

This study examines how formal control mechanisms, specifically output, process, and team reward controls used in new product development (NPD) projects, influence the degree of customer interaction during the project. It is argued that controls can differentially focus the efforts of the project team either internally on the organization's process or externally on the market and its customers. Data from 95 projects across several industries suggest that the use of output control and team rewards leads to higher customer interactivity. However, heavy reliance on process control can lead to reduced customer interactivity if not also accompanied with output controls. This study extends our understanding of using management controls to integrate the voice of the customer into new product development.

An Analysis of Team Rewards at the U.S. Army Corps of Engineers Huntsville Center

:Employees at the U.S. Army Engineering and Support Center, Huntsville, AL (HNC) receive uniform team performance rewards. Teams in America: The Results of an Archetype Study by Edward L. Wachtman proposed a new model for rewarding American teams based on individual contributions to the team. A survey of HNC employees was conducted to compare attitudes and views of team members with findings from Teams in America. The results showed strong support for the principle of being recognized and rewarded for individual, as well as team accomplishments. Recommendations are provided for managers, in light of what was learned from this study.

Disparity in team rewards causes tension

Disparity in team rewards causes tension

The Effects Of Justice And Cooperation On Team Effectiveness

This study investigates the relation between two distributive justice rules (equity and equality) and team effectiveness, and the relation between procedural justice (PJ) and team effectiveness. The extent to which cooperation mediates these relations is examined. Results from 132 teams working on an interdependent task indicate that teams operating under equality rules were more cooperative, which led to fewer errors and better quality. Results also indicate that teams exposed to higher PJ were more cooperative. The increased cooperation in teams exposed to higher PJ led to better quality and higher ratings of team viability; these effects occurred regardless of whether an equity rule or an equality rule was used to allocate rewards. Areas for future research and implications for team rewards are discussed.

Time, Teams, and Task Performance: Changing Effects of Surface- and Deep-Level Diversity on Group Functioning

Time serves as a medium for collaboration in teams, allowing members to exchange personal and task-related information. We propose that stronger team reward contingencies stimulate collaboration. As time passes, increasing collaboration weakens the effects of surface-level (demographic) diversity on team outcomes but strengthens those of deep-level (psychological) diversity. Also, perceived diversity transmits the impact of actual diversity on team social integration, which in turn affects task performance. Results from four waves of data on 144 student project teams support these propositions and the strong relevance of time to research on work team diversity.