Work Group Performance Research Articles

Diversiteit en leiderschap: over de rol van transformationeel leiderschap bij het managen van diversiteit

Diversity and leadership: transformational leadership and its role in managing diversity Diversity and leadership: transformational leadership and its role in managing diversity G. De Vries & A.C. Homan, Gedrag & Organisatie, volume 21, August 2008, nr. 3, pp. 295-309 The effect of diversity on performance in work-groups can both be positive and negative. The social categorization perspective assumes a negative effect because members of a diverse work-group are more positively inclined towards members who are similar to them than to members who are dissimilar. In contrast, the information/decision-making perspective states that people who are not alike benefit from an extended network and variety in perspectives. We argue that leadership may be very important in profiting from the positive effects and diminishing the negative effects of diversity. By integrating the dimensions of transformational leadership (Burns, 1978; Podsakoff, Mackenzie, Moorman & Fetter, 1990) with the categorization-elaboration model of Van Knippenberg, De Dreu and Homan (2004) we describe how leaders can make teams profit from their diversity. Practical and theoretical suggestions are given.

Assessing Health Care Organizations’ Ability to Implement Screening, Brief Intervention, and Referral to Treatment

: To determine if a new measure of organizational readiness for change reflects site and staff role differences when implementing a screening, brief intervention, and referral to treatment (SBIRT) program for alcohol and drug misuse in a healthcare organization. : One hundred forty-one Community Health Program (CHP) and 45 Emergency Center (EC) respondents completed the survey. : Medical and ancillary staff from a Level 1 trauma hospital EC and 3 CHP clinics within a large, urban, publicly funded health-care system were asked to complete the 45-item Medical Organizational Readiness for Change (MORC) survey 5 to 7 months after the start of implementation planning. One-way ANOVAs compared the 4 sites' responses and independent t tests compared the clinical versus administrative staff responses on 8 MORC scales. : There were statistically significant differences between the EC and CHP sites on Need for External Guidance, Pressure to Change, Organizational Readiness to Change, Workgroup Functioning, Work Environment, and Autonomy Support. Clinical and administrative staff differed significantly on Need for External Guidance, Pressure to Change, and Organizational Readiness to Change. When change agents used the MORC data to inform their implementation process, the results were positive. : Among CHP sites, there were differences in organizational functioning, which were consistent with CHP implementation outcomes. The MORC scales can help planners and change agents understand their organization's current readiness to integrate screening, brief intervention, and referral to treatment services into their medical setting.

Introduction: A Controversial Commitment?

Academy of Management Learning & EducationVol. 7, No. 1 ArticlesIntroduction: A Controversial Commitment?Richard KlimoskiRichard KlimoskiGeorge Mason UniversityPublished Online:30 Nov 2017https://doi.org/10.5465/amle.2008.31413863AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCES Edmondson A. C. 1999. Psychological safety and learning behavior in work groups. Administrative Science Quarterly, 44, 350–383. Google Scholar Hewson P. W. , Hewson M. A. 1984. The role of conceptual conflict and conceptual change in science instruction. Instructional Science, 13(1): 1–13. Google Scholar Homan A. C. , van Knippenberg D. , Van Kleef G. A. , De Dru C. K. W. 2007. Bridging faultlines by valuing diversity: Diversity beliefs, information elaboration, and performance in diverse work groups. Journal of Applied Psychology, 92(5): 1189–1199. Google Scholar Jehn K. A. , Rupert J. 2007. Group faultlines and team learning: How to benefit from different perspectives. In Sessa V. L.London M., Work group learning: 119–148. NY: Erlbaum. Google Scholar Latham G. P. , Erez M. , Locke E. A. 1988. Resolving scientific disputes by the joint design of crucial experiments by the antagonists: Applications to the Erez-Latham dispute regarding participation in goal setting. Journal of Applied Psychology, 73(4): 753–772. Google ScholarFiguresReferencesRelatedDetails Vol. 7, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 March 2008 Information© Academy of Management Learning & EducationKeywordsINTELLECTUALSCONFLICT managementPROBLEM solvingSOCIAL conflictCRISIS managementINTERPERSONAL conflictCONFLICT theoryFACTIONALISMDownload PDF

Interacting Dimensions of Diversity: Cross-Categorization and the Functioning of Diverse Work Groups.

University of AmsterdamThe authors conducted an experiment to show how the interplay between informationaldiversity and other dimensions of diversity can account for some of the inconsistenteffects of informational diversity in previous research. A total of 70 four-person groupsinvolved in a decision-making task received homogeneous or heterogeneous informa-tion. By manipulating gender composition and bogus personality feedback, the authorscreated groups that were heterogeneous (i.e., had a strong basis for subgroup catego-rization) or were homogeneous on these dimensions. In diverse groups characterized bya diversity faultline, heterogeneity of information either converged with or cross-cut thefaultline.Resultsshowedthatinformationaldiversityenhancedgroupfunctioningwhenit was crossed rather than converged with the existing faultline, which became manifestin increased information elaboration, higher satisfaction, reduced relationship and taskconsict, and a better team climate. Extending previous work, these Þndings show thatinformational diversity may have positive effects on team functioning even when teamsare not homogeneous on other diversity dimensions.Keywords: diversity, group processes, information elaboration, cross-categorization

Emergent Effects of Task Interdependence and Bounded Rationality on Workgroup Performance

Though the question of the determinants of workgroup performance is one of the most central in organization science, precise theoretical frameworks and formal demonstrations are still missing. Empirical tests from field research gives only episodic and often inconclusive results. Moreover, emergent (unpredictable) results are hard to be found (and even more to be explained) with empirical investigations. In order to fill in this gap an agent-based simulation model is here used to study the emergent effects of task interdependence and bounded rationality on workgroup performance. The fundamental modes of connection (types of systemic couplings) between tasks are formalized and operationalized through the simulation model. Following both the formalization and simulation experiments is demonstrated that the parallel mode is the most simplex, followed by the sequential and then by the reciprocal. This result is far from being new in organization science, but what is remarkable is that now it has the strength of an algorithmic demonstration instead of being based on the authoritativeness of some scholar or on some episodic empirical finding. Workgroup performance is measured by means of two main indexes: effectiveness, which refers to the percentage of completed tasks respect to those potentially executable; and efficiency, which refers to the resources employed for getting the completed tasks. A set of six norms have been introduced in order to coordinate group members. They are required for reaching a satisfying performance, and they lead to a confirmation of the law of requisite variety: complex interdependencies do require complex norms. The acknowledgment of agents' bounded rationality dramatically reduces workgroup performance and addresses to a rather emergent result: when agents' rationality is severely bounded simple norms work better than complex norms.

Bridging faultlines by valuing diversity: Diversity beliefs, information elaboration, and performance in diverse work groups.

Although there are numerous potential benefits to diversity in work groups, converging dimensions of diversity often prevent groups from exploiting this potential. In a study of heterogeneous decision-making groups, the authors examined whether the disruptive effects of diversity faultlines can be overcome by convincing groups of the value of diversity. Groups were persuaded either of the value of diversity or the value of similarity for group performance, and they were provided with either homogeneous or heterogeneous information. As expected, informationally diverse groups performed better when they held pro-diversity rather than pro-similarity beliefs, whereas the performance of informationally homogeneous groups was unaffected by diversity beliefs. This effect was mediated by group-level information elaboration. Implications for diversity management in organizations are discussed.

Melting pot or tossed salad? Implications for designing effective multicultural workgroups

and Key Results ■ The literature on the functioning and effectiveness of diversity-based workgroups tends to take the single perspective of exploring the effects of cultural or demo- graphic or functional diversity on workgroup performance. ■ This conceptual article develops a coupling framework for the analysis of the functioning of multicultural workgroups by integrating several lines of research and by reformulating their traditional conceptualization, outlining implications for their design. ■ Applying the concept of loosely coupled systems to multicultural workgroup functioning provides the conceptual link necessary for a solution of the dilemma of multicultural workgroups.

Fitting In or Standing Out

Despite growing diversity in the nursing workforce, there has been limited investigation of the implications of diversity to the performance of nursing workgroups. The aim of this study was to examine relationships among two categories of nursing workgroup diversity (highly visible and job related), intervening workgroup processes (workgroup cohesion and initiative), and workgroup performance (affective and cognitive). A descriptive design with path analysis was used to test two models derived from Pelled's intervening process theory. Registered nurse (RN) and patient data from 222 nursing units at 126 hospitals, collected as part of the Outcomes Research in Nursing Administration Project (ORNA-II), were used. Registered nurses provided demographic data used to estimate workgroup diversity (age, race, unit tenure, educational background, and RN experience) and completed questionnaires measuring workgroup cohesion and initiative. Patients completed a satisfaction survey, and these data, along with unit-level patient falls and medication errors, were used to measure workgroup performance. Our findings failed to support the intervening process theory. No direct effects between diversity and intervening process variables were found. Cohesion and initiative did not mediate the relationships between diversity and workgroup performance. However, workgroup cohesion predicted greater patient satisfaction (p < .01) and higher levels of met expectations for symptom management (p < .01), whereas workgroup initiative predicted fewer patient falls (p < .01). Diversity may have little, if any, effect on nursing workgroup performance. Cohesion and initiative warrant further research as possible mediators of the relationship between patient outcomes and variables like nurse staffing, experience, and expertise.

WORKGROUP DEMOGRAPHY AND GROUP PERFORMANCE: THE MODERATING EFFECT OF LEADER-MEMBER EXCHANGE.

This study examined the influence of a theoretically derived moderator of workgroup demography effects, leader-member exchange (LMX). This study extends current theorizing and empirical research by conceptualizing and testing LMX as a group-level construct comprised of the collective dyadic LMX relationships in a workgroup, including both LMX quality and differentiation across group members. The theoretical model was tested with a military decision-making and operational simulation. Two-hundred-twenty-four high-ranking officers from multiple branches of the U.S. military participated in 65 temporary workgroups. Collective LMX, the interaction between workgroup LMX quality and LMX differentiation, interacted with workgroup gender demography to predict group performance as rated by trained observing officers. High quality LMX and LMX differentiation across workgroup members appeared to attenuate potential negative performance effects that can be associated with workgroup demographic diversity, while low quality and low differentiation in LMX relationships were associated with diminished or lower levels of workgroup performance within diverse workgroups and effective performance within gender homogeneous groups.

Effects of Gender Diversity on Performance and Interpersonal Behavior in Small Work Groups

We examined the separate and combined impact of gender composition and training method on both the performance and interpersonal behaviors exhibited in small work groups. Participants were scheduled in groups of three for two 1-h sessions that occurred 1 week apart. In Session 1, groups were trained to assemble the AM portion of a radio. In Session 2, groups were tested on their training. Analyses indicated that groups whose members were trained together took longer to assemble their radios and made more errors than groups whose members were trained apart. No performance differences were found between mixed-gender and same-gender groups. However, women were less task-oriented in mixed-gender than in same-gender groups, but men were more task-oriented in mixed-gender than in same-gender groups. Further, solo women were less talkative than women in the majority, whereas men were more talkative when they were solos rather than in the majority. Implications for the nature of training and gender composition in groups in the workplace are discussed.

Identity Confirmation Networks and Cooperation in Work Groups

Integrating social psychological and network theory, this field study demonstrates a positive association between identity confirmation–based networks and cooperation and performance in work groups...

Change‐oriented leadership, satisfaction and performance in work groups

PurposeTo analyse the impact of change‐oriented leaders on group outcomes. An explanatory model is proposed, in which the team climate (in particular as it relates to innovation) mediates between change‐oriented leadership and group outcomes, while group potency reinforces this relationship.Design/methodology/approachThis study is designed as a correlative and cross‐level research. The sample comprises 318 health‐care professionals in 78 health‐care teams at different public hospitals throughout Spain.FindingsHierarchical regression analysis was used to evaluate mediating and moderating effects. Results offer considerable empirical support for the proposed model.Research limitations/implicationsIt would be of interest to increase the sample, differentiate it by service, and to get samples from other sectors, as well as to carry out experimental and longitudinal research. It would also be interesting to further explore the conditions that implement change‐oriented leadership impact, analysing environment, external relations and so on, to examine the relationships between other variables and to study their effects on new forms of work organisation and on virtual teams.Practical implicationsTo make more useful change‐oriented leader actions, it would be advisable to identify, modify or improve team climate, using strategies such as management by objectives, delegation and empowerment and so on. It would also be necessary to boost group potency before going ahead with change, for example, by developing the skills of team members, or by fostering the self‐confidence of the team.Originality/valueThis paper contributes to developing actual research about how change‐oriented leaders influence team outputs.

Using job support tools to increase workgroup performance

PurposeTo assess and share the experiences of users of a new generation of practical and knowledge‐based job support tools.Design/methodology/approachTo illustrate distinguishing features of job support tools and the use of multi‐media capabilities with examples of sales support tools.FindingsThe tools mentioned and other similar tools examined by the underpinning research programme have had a very significant and beneficial impact on performance.Practical implicationsJob support tools can make it easier for important work groups to undertake complex tasks. The essence of the greater success of superstar performers can be captured and shared by means of support tools that can be constructed to encourage adoption, build understanding with each use and change behaviours with benefits for both people and organisations.Originality/valueShares the experiences of early adopters and draws practical lessons from them.

Work Group Diversity and Group Performance: An Integrative Model and Research Agenda.

Research on the relationship between work group diversity and performance has yielded inconsistent results. To address this problem, the authors propose the categorization-elaboration model (CEM), which reconceptualizes and integrates information/decision making and social categorization perspectives on work-group diversity and performance. The CEM incorporates mediator and moderator variables that typically have been ignored in diversity research and incorporates the view that information/decision making and social categorization processes interact such that intergroup biases flowing from social categorization disrupt the elaboration (in-depth processing) of task-relevant information and perspectives. In addition, the authors propose that attempts to link the positive and negative effects of diversity to specific types of diversity should be abandoned in favor of the assumption that all dimensions of diversity may have positive as well as negative effects. The ways in which these propositions may set the agenda for future research in diversity are discussed.

Rhyme and Reason: Emotional Capability and the Performance of Knowledge-Intensive Work Groups

Organizations greatly depend on the performance of small, autonomous, knowledge-intensive work groups. These groups can be perceived as bundles of knowledge-based resources that reside in the groups' individual members. In addition to developing individual skills and know-how, performance of knowledge-intensive work groups depends on the successful integration of diverse individual skills. In particular, the integration of highly specialized individual knowledge can occur only when groups foster an atmosphere that encourages cooperation and divergent thinking. In this article, we develop a general model on the role of emotions in knowledge-intensive work groups by integrating literatures in the areas of psychology, organizational behavior, organization theory, and strategic management. Intense social interactions within knowledge-intensive work groups, and the turbulence that characterize their environments, generate many events that elicit emotions among group members. Moreover, through social interaction, emotions transmit from member to member. Consequently, it is critical that knowledge-intensive work groups develop emotional capability, or the ability to recognize and regulate emotions of group members.

Managers' Perceptions of Their Work Group and Their Own Performance and Well-Being following a Job Transfer

In this study, I compare the perceptions of managers who have been transferred, either with a promotion or laterally, and managers who remained in the same job. The participants were 329 management-level employees of two departments in the Canadian federal government. Managers who were laterally transferred had less positive perceptions of the performance and cohesiveness of the new work group they were supervising and reported worse overall health and more health symptoms than managers who had not been transferred. Laterally transferred managers also perceived receiving significantly less recognition and reported worse overall health than managers whose transfer involved a promotion. There were no significant differences between managers who had a promotional transfer and managers who were not transferred. The findings indicate that lateral transfers should be accompanied by support efforts designed to promote better adjustment to the transfer.

The effects of job complexity and autonomy on cohesiveness in collectivistic and individualistic work groups: a cross‐cultural analysis

AbstractIncreased job complexity and autonomy have often been associated with improved performance in work groups. This study examines the mediating effect of group cohesiveness. The moderating effects of individualism/collectivism on the relationship between job characteristics (both complexity and autonomy) and cohesiveness are also tested. The sample consists of 381 teams drawn from the Hong Kong and U.S. branches of an international bank. The findings indicate that an increase in job complexity and/or task autonomy will increase group cohesiveness, which subsequently translates to better performance. The positive effects of job complexity and autonomy on group cohesiveness are also found to be more prominent for individualistic rather than collectivistic work groups. The theoretical implications of the results and the limitations of the study are also discussed. Copyright © 2003 John Wiley &amp; Sons, Ltd.

Promoting creativity in temporary problem-solving groups: The effects of positive mood and autonomy in problem definition on idea-generating performance.

The current study examined the effect of mood and autonomy in problem definition on the idea-generating performance of temporary workgroups. Groups (N 54) were randomly assigned to a mood (positive vs. neutral) and autonomy (high vs. low) condition and asked to brainstorm ways to improve university student life. It was found that positive mood increased the originality of ideas and that problems that provided low autonomy led to a greater number of ideas. Mood and autonomy interacted to affect group satisfaction. Furthermore, positive mood led to the identification of more important domains for improvement in the high-autonomy condition. Implications for future research using temporary problem-solving groups are discussed.

Using job support tools to increase individual productivity and improve workgroup performance

Providing knowledge is often not enough. Work groups may also require tools that help them apply it. Job support tools capture and spread best practice. Devices such as “traffic‐lighting” can also influence or change behaviour. The right tools increase understanding with each use. Job support tools can use whatever formats, from text and graphics to animations, visual images and video and audio material, best help understanding. Building knowledge into job support tools can make it easier for workgroups to excel at complex tasks. Significant improvements in individual performance and salesforce productivity can be achieved. The greatest benefits are usually achieved with relatively homogeneous groups of people undertaking similar tasks.

PROBLEM SOLVING USING E-MAIL IN MAILING LIST DISCUSSION GROUPS: THE EFFECT OF GROUP SIZE AND TASK TYPE

In this study, we examined the process of problem solving in mailing list discussion groups. We analyzed subjects' participation in discussions and e-mail messages when solving two types of tasks (a mechanical spring problem and a catch phrase making task) by groups of three sizes (small, medium, large). Group performance was compared with the performance of non-collaborating artificial work groups. Results indicate that group size and task type influence the degree of participation and group performance. We found a significant contrast in large-groups. In the ‘spring problem’, which is a difficult scientific task, the group process was inactive and group performance got worse as group size increased. In the ‘catch phrase’ task, communication was active and various opinions were proposed, and group participation and performance did not drop even in large groups.