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Levine, Mark, and Scott Sibary. "Workplace Teams: Ethical and Legal Concerns and Approaches." Ethics & Behavior 11, no. 1 (January 2001): 55–66. http://dx.doi.org/10.1207/s15327019eb1101_5.
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Ragins, Belle Rose, John M. Cornwell, and Janice S. Miller. "Heterosexism in the Workplace." Group & Organization Management 28, no. 1 (March 2003): 45–74. http://dx.doi.org/10.1177/1059601102250018.
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This article examined the effects of multiple group memberships and relational demography on the workplace experiences of 534 gay employees, 162 of whom were gay employees of color. Two competing models of multiple group membership were tested by assessing the effects of race and gender on sexual orientation discrimination and the decision to disclose a gay identity at work. Race and gender were unrelated to heterosexism. Lesbians were as likely to disclose as gay men, but gay employees of color were less likely to disclose at work. Relational demography predictions were supported for race and sexual orientation but not for gender, suggesting that gender similarity predictions may not apply to gay employees. More heterosexism was reported with male supervisors or work teams, and these effects were stronger for lesbians than gay men. Irrespective of race, employees in racially balanced teams reported less heterosexism than those in primarily White or non-White teams.
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Yue, Chen, Patrick S. W. Fong, and Teng Li. "Meeting the challenge of workplace change: Team cooperation outperforms team competition." Social Behavior and Personality: an international journal 47, no. 7 (July 18, 2019): 1–15. http://dx.doi.org/10.2224/sbp.7997.
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We examined the influence of reward structures on team adaptation. We collected data from Chinese university students, whom we assigned to 62 teams of 3 members. They took part in a team-based card game in a laboratory setting to test if a cooperative structure promotes team adaptation by facilitating shared mental model updating, and if a competitive structure harms team adaptation by preventing shared mental model updating. This proposition was supported by the results of the between-group factorial design experiment: The efficiency of the shared mental model was lost when predicting team performance in an uncertain environment. Teams with a cooperative structure outperformed teams with a competitive structure in the task changes, and this effect was mediated by shared mental model updating. Thus, team managers should adopt a cooperative-based structure in an uncertain environment to achieve team adaptation, as well as training team members to understand the changed situation.
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Hartwig, Angelique, Sharon Clarke, Sheena Johnson, and Sara Willis. "Workplace team resilience: A systematic review and conceptual development." Organizational Psychology Review 10, no. 3-4 (April 22, 2020): 169–200. http://dx.doi.org/10.1177/2041386620919476.
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Workplace team resilience has been proposed as a potential asset for work teams to maintain performance in the face of adverse events. Nonetheless, the research on team resilience has been conceptually and methodologically inconsistent. Taking a multilevel perspective, we present an integrative review of the workplace team resilience literature to identify the conceptual nature of team resilience and its unique value over and above personal resilience as well as other team concepts. We advance resilience research by providing a new multilevel model of team resilience that offers conceptual clarification regarding the relationship between individual-level and team-level resilience. The results of our review may form the basis for the development of a common operationalization of team resilience, which facilitates new empirical research examining ways that teams can improve their adversity management in the workplace.
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Pritam, Singh Randhawa Neetu. "Analytical Study on Teams Ethnic Diversity and Workplace Organization." International Journal of Psychosocial Rehabilitation 24, no. 5 (May 30, 2020): 7276–80. http://dx.doi.org/10.37200/ijpr/v24i5/pr2020759.
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Liu, Yi, Hongwu Xiao, and Donghan Wang. "Just because I like you: Effect of leader–member liking on workplace deviance." Social Behavior and Personality: an international journal 48, no. 3 (March 3, 2020): 1–10. http://dx.doi.org/10.2224/sbp.8838.
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We tested a theoretical model to explain how and why leader–member liking influences employees' workplace deviance, with leader–member exchange as a mediator and implicit prototype as a moderator. Participants were 227 employee–leader dyads from work teams at 3 Chinese companies in Beijing, who completed surveys at baseline and again 2 months later. The results were as follows: (a) leader–member liking decreased workplace deviance, (b) leader–member exchange mediated the relationship between leader–member liking and workplace deviance, and (c) both implicit leadership prototype and implicit followership prototype moderated the relationship between leader–member liking and leader–member exchange. We have revealed the impact of positive emotion on negative workplace behavior and also provided a simple way to approach the seemingly complex issue of staff management.
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Guan, KeXin, ZhengXue Luo, JiaXi Peng, Zhen Wang, HaiTing Sun, and Chun Qiu. "Team Networks and Team Identification: The Role of Leader-Member Exchange." Social Behavior and Personality: an international journal 41, no. 7 (August 1, 2013): 1115–23. http://dx.doi.org/10.2224/sbp.2013.41.7.1115.
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We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.
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Jordan, Peter J., Sheryl Ramsay, and Kristie M. Westerlaken. "A review of entitlement." Organizational Psychology Review 7, no. 2 (June 12, 2016): 122–42. http://dx.doi.org/10.1177/2041386616647121.
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Interest in employee entitlement perceptions is increasing in academia and in organizations. Entitlement has a long history of being conceptualized as a personality trait in psychology closely aligned with narcissism. Research on workplace entitlement has generally revealed links with negative workplace behaviors, indicating costly outcomes for individuals, teams, and organizations. Our aim in this article is to review the literature on workplace entitlement perceptions, identifying how the construct has changed definition over time, and indicating related constructs that impact on research within industrial and organizational psychology. This review progresses research in this field by examining the nomological network around entitlement and resolving current inconsistencies in the construct definition of entitlement in the workplace, and establishing a set of firm future research directions for entitlement research.
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Xu, Ning, Chia-Yen (Chad) Chiu, and Darren C. Treadway. "Tensions Between Diversity and Shared Leadership: The Role of Team Political Skill." Small Group Research 50, no. 4 (June 14, 2019): 507–38. http://dx.doi.org/10.1177/1046496419840432.
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Maintaining workplace diversity is an important legal and ethical issue in modern organizations. However, demographic heterogeneity might discourage the development of shared leadership in work teams as individuals are inherently not inclined to share leadership roles with dissimilar others. The present study is designed to investigate how political skill assists team members to overcome interpersonal dissimilarities and become engaged in mutual influence with their peers. By studying 63 student project teams using multiwave, multisource surveys, we find that team demographic faultlines on gender and race are negatively associated with shared leadership magnitude and therefore discourage team task performance. However, such destructive direct (on shared leadership magnitude) and indirect (on team performance) effects of team demographic faultlines can be mitigated when the team is staffed with many politically skilled members. Our findings bring important implications for organizations in building and encouraging shared leadership, especially in newly formed professional work teams.
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Djordjilovic, Olga. "Displaying and developing team identity in workplace meetings – a multimodal perspective." Discourse Studies 14, no. 1 (February 2012): 111–27. http://dx.doi.org/10.1177/1461445611427205.
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This article addresses the issue of how team identity is constructed between two people during a series of regular meetings of a work group in Serbia. Using conversation analysis to investigate (multimodal) social actions, this study looks at the recurrent construction of an implicit team identity by focusing on management of speaking rights and co-construction of units, and displays of knowledge and accountability. With its longitudinal perspective, the article contributes to the existing body of research on teams in interaction in general, as it builds upon previous research on interactional parties and conjoined participation. The results are especially relevant for the investigations of teams in meetings, as they provide evidence of how formal features of interaction are recurrently employed to display institutionally relevant epistemics and accountability.
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Allen, Joseph A., Jennifer Taylor, Regan M. Murray, Molly Kilcullen, Lily Cushenbery, Josette Gevers, Lindsay Larson, et al. "Mitigating Violence Against First Responder Teams: Results and Ideas From the Hackmanathon." Small Group Research 51, no. 3 (October 14, 2019): 375–401. http://dx.doi.org/10.1177/1046496419876342.
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First responders are on the front line of patient care and service, but research has shown that they are also on the front line of exposure to violence. Currently, there is a lack of evidence-based interventions that prepare first responders to handle violence on the job. With the increase in emergency medical services (EMS) call volume and reports of at least 57% of the EMS responders having experienced workplace violence, there is a need to develop scientifically systematic solutions to improve emergency responder safety. Using an adapted version of the hackathon method, academic scholars and practitioner conference attendees at the Interdisciplinary Network for Group Research (INGRoup) Conference were deployed into three multidisciplinary teams to analyze the issue and develop specific solutions. These solutions offer unique interventions to improve first responder safety.
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Ogungbamila, Bolanle, Adepeju Ogungbamila, and Gabriel Agboola Adetula. "Effects of Team Size and Work Team Perception on Workplace Commitment: Evidence From 23 Production Teams." Small Group Research 41, no. 6 (August 18, 2010): 725–45. http://dx.doi.org/10.1177/1046496410376306.
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Greenaway, Katharine H., Hannibal A. Thai, S. Alexander Haslam, and Sean C. Murphy. "Spaces That Signal Identity Improve Workplace Productivity." Journal of Personnel Psychology 15, no. 1 (January 2016): 35–43. http://dx.doi.org/10.1027/1866-5888/a000148.
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Abstract. The physical spaces we inhabit have a profound impact on psychological functioning. People generally experience positive outcomes in spaces that support important identities and negative outcomes in spaces that threaten those identities. We investigated the effects of working in an ingroup or outgroup space on organizational performance. Participants completed exercises in a simulated work environment as a member of a research education development (RED) work team. The office space was designed to be identity affirming (decorated by a RED team), identity threatening (decorated by a rival business legacy usability and engineering [BLUE] team), or undecorated. Work teams performed better in both ingroup spaces and outgroup spaces than in undecorated spaces. The findings highlight the importance of considering the impact of physical space on psychological functioning in the workplace and beyond.
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Aubé, Caroline, and Vincent Rousseau. "Yes, we complain … so what?" Journal of Managerial Psychology 31, no. 7 (September 12, 2016): 1137–51. http://dx.doi.org/10.1108/jmp-08-2015-0304.
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Purpose The purpose of this paper is to theorize and test a model concerning the role of complaining behaviors in work teams. Despite the prevalence of workplace complaining, there is no consensus in the literature regarding the consequences of those behaviors and the extent to which they are harmful. Design/methodology/approach Using a multisource approach and a team-level design, the authors collected data from 82 teams (i.e. 394 members and their 82 immediate superiors) working in a Canadian public safety organization. Findings The results show that complaining behaviors are negatively related to two effectiveness outcomes (i.e. team performance and team process improvement) and that meaningfulness mediates these relationships. The results also reveal that task interdependence moderates the relationship between complaining behaviors and meaningfulness. More specifically, complaining behaviors have a stronger relationship with meaningfulness when the level of task interdependence is high. Originality/value The present study contributes to the literature on counterproductive behaviors by deepening the understanding of emergent states and outcomes stemming from workplace complaining, particularly in work teams. The findings of this study highlight the negative consequences that complaining behaviors may have in a team setting, the underlying mechanism involved in these relationships, and the moderating role of task interdependence.
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Zhao, Yijun, and Baoguo Xie. "Social effects of engaged leaders on subordinates' experiences in the workplace." Social Behavior and Personality: an international journal 48, no. 9 (September 2, 2020): 1–11. http://dx.doi.org/10.2224/sbp.9244.
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We drew on the theory of conservation of resources to examine the social effects of a leader's work engagement on followers' psychological capital, work engagement, and job satisfaction. With a sample of 530 employees nested within 54 teams, we tested our hypotheses using multilevel path analyses in Mplus. As hypothesized, we found that the leader's work engagement was positively related to followers' psychological capital, work engagement, and job satisfaction. Further, followers' psychological capital mediated the relationship between the leader's work engagement and followers' work engagement and job satisfaction. In particular, the leader's work engagement was positively related to followers' psychological capital, which, in turn, was positively associated with both their work engagement and job satisfaction. Implications of our findings are that if leaders openly express their identification with their work and put great effort into their job, followers are more likely to achieve high levels of team effectiveness.
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Kim, Regina, Loriann Roberson, Marcello Russo, and Paola Briganti. "Language Diversity, Nonnative Accents, and Their Consequences at the Workplace: Recommendations for Individuals, Teams, and Organizations." Journal of Applied Behavioral Science 55, no. 1 (October 29, 2018): 73–95. http://dx.doi.org/10.1177/0021886318800997.
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As the workplace is becoming increasingly global, organizations are employing more persons who work in a nonnative language. Moreover, challenges in communication between employees with different linguistic background is inevitable in international mergers and acquisitions, and failure to recognize and address these challenges can create major obstacles to achieving effective integration benefits. Thus, it is imperative for global leaders and managers to understand the effects of language diversity on intraorganizational dynamics. The purpose of this article is to (1) examine the cognitive and affective experiences of both native and nonnative English speakers when they interact with one another and illustrate how language diversity can affect intergroup dynamics in organizations and (2) provide recommendations and interventions to global leaders and managers on how to create a productive and inclusive environment for both native and nonnative language-speaking employees at the individual, team, and organizational level.
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Klonek, Florian E., Annika L. Meinecke, Georgia Hay, and Sharon K. Parker. "Capturing Team Dynamics in the Wild: The Communication Analysis Tool." Small Group Research 51, no. 3 (March 1, 2020): 303–41. http://dx.doi.org/10.1177/1046496420904126.
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Capturing team processes, which are highly dynamic and quickly unfold over time, requires methods that go beyond standard self-report measures. However, quantitative observational methods are challenging when teams are observed in the wild, that is, in their full-situated context. Technologically advanced tools that enable high-resolution measurements in the wild are rare and, when they exist, expensive. The present research advances high-resolution measurement of team processes by introducing a technological application—the Communication Analysis Tool (CAT)—that captures fine-grained interactions in real workplace contexts. We introduce four core features of CAT: (a) customized coding measures, (b) session-based feedback on interrater reliability, (c) visualization and feedback options for displaying team dynamics, and (d) an export function to conduct advanced statistical analyses on effective team processes. We illustrate these core features using data from an organizational field project on multidisciplinary teams tasked with diagnosing patients with uncommon and highly complex medical conditions.
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Tziner, Aharon, Nicola Nicola, and Anis Rizac. "Relation between Social Cohesion and Team Performance in Soccer Teams." Perceptual and Motor Skills 96, no. 1 (February 2003): 145–48. http://dx.doi.org/10.2466/pms.2003.96.1.145.
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Investigations of the influence on team performance of team composition, in terms of task-related attributes, e.g., personality traits, cognitive abilities, often assumes this relation to be mediated by the strength (intensity) of the interpersonal relations (social cohesion) among team members. However, there has been little empirical examination of how much social cohesion actually affects team outcomes. This preliminary study sought to examine this issue using soccer teams, which have been held to resemble workplace teams. Perceptions of team cohesion were collected from 198 Israeli soccer players (comprising 36 national league teams) during the week preceding their weekly games. A significant correlation was found between the perceptions of social cohesion and the results of the soccer matches, indicating a link between team social cohesion and team performance. Implications of the results, as well as the study's limitations, are discussed, and avenues for research are suggested.
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De Fruyt, Filip, and Jesús F. Salgado. "Applied personality psychology: lessons learned from the IWO field." European Journal of Personality 17, no. 1_suppl (March 2003): S123—S131. http://dx.doi.org/10.1002/per.486.
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The industrial, work, and organizational (IWO) psychology domain might corroborate on new insights developed within the fundamental personality area, but also, vice versa, the personality field should also build upon applied research on individual differences. It is our conviction that these two fields developed too independently in the past. A selective number of issues and themes that cross the personality–IWO bridge are discussed that can be addressed in future research or implemented in professional practice, including processes explaining trait–performance relationships, trait assessment in the workplace, variable versus person centred approaches towards personality description, personality of teams and groups, and finally maladaptive personality functioning. Copyright © 2003 John Wiley & Sons, Ltd.
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Thomas, Benjamin J., and Patricia Meglich. "Justifying new employees’ trials by fire: workplace hazing." Personnel Review 48, no. 2 (March 4, 2019): 381–99. http://dx.doi.org/10.1108/pr-01-2018-0025.
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PurposeThe purpose of this paper is to test the explanatory effects of the system justification theory on reactions to new employee hazing.Design/methodology/approachThree studies (N= 107, 121 and 128), all using experimental assignment, vignettes of workplace hazing and two-level repeated measures ANCOVA designs, with dispositional variables included as covariates and justification of workplace hazing processes as dependent variables, were conducted.FindingsOnlookers are more likely to justify long-standing (cf. recently adopted) hazing systems and hazing systems used by highly cohesive (cf. loosely cohesive) teams, supporting the application of the system justification theory to workplace hazing reactions.Research limitations/implicationsThe use of vignette research and onlookers (cf. hazed employees) may limit inferences drawn about employee reactions in workplaces that use hazing.Practical implicationsDespite its negative associations, hazing at work persists, with 25 percent of current sample reported being hazed at work. The system justification theory, which the authors applied to hazing, offers an explanation for stakeholders’ willingness to sustain and perpetuate hazing, and onlookers’ seeming blind-spot regarding outrage over workplace hazing. This theory holds promise for combatting passive responses to workplace hazing.Originality/valueThis is the first paper to empirically test explanations for workplace hazing’s perpetuation, by applying the system justification theory to the social system of workplace hazing. Moreover, it is the first paper to offer empirical evidence of hazing’s prevalence across at least 25 percent of sampled industries and organizational rank.
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Brock, Sabra E., Peter J. McAliney, Chun Hui Ma, and Ashis Sen. "Toward more practical measurement of teamwork skills." Journal of Workplace Learning 29, no. 2 (March 6, 2017): 124–33. http://dx.doi.org/10.1108/jwl-07-2016-0069.
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Purpose The purpose of this study was to take a fresh look at how well instruments commonly used to calibrate teamwork skills reflect the reality of today’s workplace. Given the number of teamwork skills instruments that have been available for many decades, the question was, why still are so many workplace teams not successful? Design/methodology/approach This practitioner exploration identified insights from a small group of experienced Indian managers on what makes a successful team. It compares these insights to the dimensions identified in one readily available practitioner-developed teamwork skills instrument and to those characteristics identified in the literature. Findings The match was less than perfect between the criteria these experienced managers used to predict team success and the combination of the dimensions in the literature and what the tool measured. Analysis indicated these managers felt that successful teams indeed required good communication among members (as identified in the literature), but they added the specificity that the element of communication characterized as effective listening was a key contributor to team success. Additionally, they did not just exhibit effective conflict resolution techniques (as identified in the literature), but also relied upon debate, discussion, flexibility, trust and cohesiveness. The findings also suggested the importance of understanding each other’s strengths and weaknesses and of giving credit, which were not included on the instrument used. Originality/value Given the growing importance of diverse international teams and the continued high failure rate of many teams, there is a need to take a fresh look at evaluating insights of successful team members using the additional lenses of culture, technology-enhanced communications and distributed work approaches. These insights should be compared to those skills that have been historically measured by instruments commonly used to calibrate teamwork skills and described in the literature. If the measuring tools are accurate, why do so many teams fail? If instruments are to be useful in guiding improvement of teamwork skills, they need to calibrate the specific skills that differentiate success from failure in today’s real world.
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Warhurst, Russell Paul, and Kate Emma Black. "It’s never too late to learn." Journal of Workplace Learning 27, no. 6 (August 10, 2015): 457–72. http://dx.doi.org/10.1108/jwl-07-2014-0050.
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Purpose – This article aims to review the changing demographics of employment and it proceeds to critically examine the existing literature on later-career workers’ experiences of training and development. Population ageing in developed economies has significant implications for workplace learning, given suggestions that most occupational learning for later-career workers occurs on-the-job within the workplace. The literature suggests that later-career workers receive very little formal occupational training. However, significant gaps are revealed in the existing research knowledge of the extent and nature of older workers learning particularly with regard to incidental learning in the workplace. Design/methodology/approach – A qualitative empirical investigation has been conducted among later-career managerial workers and the visual elicitation methodology adopted is detailed. Findings – The results of the investigation show how the later-career managers in question were learning extensively, albeit incidentally, from workplace challenges specifically those associated with their responsibilities and from interacting with their managers, teams and external stakeholders. Originality/value – The article draws conclusions for policymakers and those tasked with ensuring the continued learning and development of an ageing workforce.
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Kath, Lisa M., Nicholas P. Salter, Peter Bachiochi, Kenneth G. Brown, and Mikki Hebl. "Teaching I-O psychology to undergraduate students: Do we practice what we preach?" Industrial and Organizational Psychology 13, no. 4 (December 2020): 443–60. http://dx.doi.org/10.1017/iop.2020.47.
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AbstractAs industrial-organizational (I-O) psychologists, we have expertise in applying psychological and/or organizational science to the workplace. However, many of us haven’t taken the time to think about how our I-O psychology knowledge can apply to our teaching practice. We walk through some examples of how I-O psychology research can help us be better teachers, and the goal of our paper is to encourage readers to make evidence-based changes to their teaching based on I-O psychology research. We organize our discussion around four areas: training and development, diversity and inclusion, groups and teams, and leadership. Within each, we offer small, medium, and large changes that could be incorporated into classrooms. We hope that readers will be inspired to build on what they do in their classrooms to help students learn about (and be inspired by) our field.
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Hibbert, Kathryn Marie, Lisa Faden-MacDougall, Noureen Huda, Sandra DeLuca, Elizabeth Seabrook, and Mark Goldszmidt. "A sociomaterial inquiry into the clinical teaching workplace." Journal of Workplace Learning 30, no. 7 (September 10, 2018): 514–30. http://dx.doi.org/10.1108/jwl-01-2018-0004.
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Purpose This paper aims to trace the relational and material ways in which workplace teams come together (or fail to) in the provision of patient care. Design/methodology/approach Six interprofessional scholars brought their unique theoretical and disciplinary lenses to understand the contextualized experiences of the patient and the team. Adopting a critical narrative inquiry (CNR) approach, the experiences of 19 participants were documented as they interacted in the care of an elderly patient over a three-week period. Actor network theory constructs enabled the analysis of multiple artefacts implicated in the interactions to learn of their contribution to the enactment of her care. Findings The study gives empirical insights about ways in which knowledge circulates amongst the workplace and how systemic structures may impede effective and quality patient care. Various types of knowledge are held by different team members, and both individuals and materials (e.g. technologies) can influence the way those knowledges are shared (or not). Research limitations/implications Focusing on a rich data set surrounding one patient documented as theatre serves pedagogical purposes and serves as a shared “boundary-breaking” object to interrogate from multiple stakeholder perspectives. CNR provides for recursive, dynamic learning as readers critically consider experiences within their own contexts. Practical implications Despite research that documents competing political, systemic and economic goals, sedimented policies and practices persist in ways that undermine care goals. Social implications Tackling the urgent issue of an aging population will require expanding collaboration (for planning, research and so on) to include a broader set of stakeholders, including operational, administrative and post-discharge organizations. Attention to social infrastructure as a means to assemble knowledges and improve relationships in the care process is critical. Originality/value Building a boundary-breaking shared object to represent the data offers a unique opportunity for multiple stakeholder groups to enter into dialogue around barriers to workplace interaction and collaboration progress, linking problems to critical perspectives.
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Graen, George, and Miriam Grace. "Positive Industrial and Organizational Psychology: Designing for Tech-Savvy, Optimistic, and Purposeful Millennial Professionals’ Company Cultures." Industrial and Organizational Psychology 8, no. 3 (September 2015): 395–408. http://dx.doi.org/10.1017/iop.2015.57.
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The purpose of this rebuttal to Costanza and Finkelstein (2015) is (a) to examine the findings surrounding the new generations at work, (b) to suggest the risks of not responding to change in generations with new talent strategies, and (c) to propose a new theory about the development of a new millennial culture and how practitioners and researchers may capitalize on the promise of a more positive and joyful workplace culture. We propose to accomplish these points by (a) citing recent global findings showing that Millennials (born after 1980) are turning away from companies with cultures that were designed for 20th century workers, (b) presenting a theory on the development of an emerging millennial culture that is based on positive industrial and organizational psychology, and (c) recommending that the method of innovation design teams be used to render workplaces compatible with the emerging culture.
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McCray, Janet, Adam Palmer, and Nik Chmiel. "Building resilience in health and social care teams." Personnel Review 45, no. 6 (September 5, 2016): 1132–55. http://dx.doi.org/10.1108/pr-04-2014-0095.
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Purpose Maintaining user-focused integrated team working in complex care is one of the demands made of UK health and social care (H&SC) organisations who need employees that are resilient, resilience being the ability to persevere and thrive in the face of exposure to adverse situations (Rogerson and Ermes, 2008, p. 1). Grant and Kinman (2012) write that resilience is a complex and multi-dimensional construct that is underexplored in social care team work. The purpose of this paper is to capture the views of managers in H&SC to explore the making of resilient teams, identify factors that influence team performance and inform organisational workforce development strategy. Design/methodology/approach A general inductive approach (Silverman, 2011) was applied. Five focus groups were facilitated (n=40) each with eight participants all of whom were leaders and managers of teams in H&SC, working in the integrated care context in the UK. Findings Findings indicate that further investment in strategies and resources to sustain and educate employees who work in teams and further research into how organisational systems can facilitate this learning positively may contribute to resilient teams and performance improvement. The authors note specifically that H&SC organisations make a distinction between the two most prevalent team types and structures of multi-disciplinary and inter-professional and plan more targeted workforce development for individual and team learning for resiliency within these team structures. In doing so organisations may gain further advantages such as improved team performance in problematic care situations. Research limitations/implications Data captured are self-reported perceptions of H&SC managers. Participant responses in the focus group situation may have been those expected rather than those actually modelled in the realities of team work practice (Tanggaard, 2008). Further, in the sample all participants were engaged in a higher education programme and it is possible participants may have been more engaged with their practice and thinking more critically about the research questions than those not currently undertaking postgraduate study (Ng et al., 2014). Nor were the researchers able to observe the participants in team work practice over time or during critical care delivery incidents. Practical implications The preliminary link made here between multi-disciplinary and inter-professional team type, and their different stress points and subsequent workforce intervention, contributes to the theory of resilient teams. This provides organisations with a foundation for the focus of workplace learning and training around resilience. H&SC practitioner views presented offer a greater understanding of team work processes, together with a target for planning workforce development strategy to sustain resilience in team working. Originality/value This preliminary research found that participants in H&SC valued the team as a very important vehicle for building and sustaining resilience when dealing with complex H&SC situations. The capitalisation on the distinction in team type and individual working practices between those of interprofessional and multidisciplinary teams and the model of team learning, may have important consequences for building resilience in H&SC teams. These findings may be significant for workforce educators seeking to develop and build effective practice tools to sustain team working.
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Tett, Robert P., Margaret J. Toich, and S. Burak Ozkum. "Trait Activation Theory: A Review of the Literature and Applications to Five Lines of Personality Dynamics Research." Annual Review of Organizational Psychology and Organizational Behavior 8, no. 1 (January 21, 2021): 199–233. http://dx.doi.org/10.1146/annurev-orgpsych-012420-062228.
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Extending interactionist principles and targeting situational specificity of trait–performance linkages, trait activation theory (TAT) posits personality traits are expressed as valued work behavior in response to trait-relevant situational cues, subject to constraints and other factors, all operating at the task, social, and organizational levels. Review of 99 key sources citing TAT spanning 2011–2019 reveals diverse applications (e.g., bidirectionality, trait specificity, team building) and an overall 60% significance rate for 262 TAT-based moderator effects reported in 60 of 75 empirical studies. Applying five key aspects of TAT (e.g., behavior/performance distinction, need-based motivation) to five lines of personality dynamics research (e.g., personality states, self-regulation models of motivation) supports TAT as a vehicle for advancing understanding of within-person variability over brief and extended timelines. Critical research needs include personality-oriented work analysis, longitudinal study of trait-situation processes, trait activation in teams, within-job bidirectionality, and situation relevance as a unifying principle in advancing person–workplace fit.
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Emil Berg, Morten, and Jan Terje Karlsen. "How project managers can encourage and develop positive emotions in project teams." International Journal of Managing Projects in Business 7, no. 3 (May 27, 2014): 449–72. http://dx.doi.org/10.1108/ijmpb-01-2013-0003.
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Purpose – This study provides insight into how project managers can use leadership tools to encourage and develop positive emotions among the project team members toward greater overall project success. The purpose of this paper is to provide the engineering industry with a closer look at how positive emotions can create good team member relations, reduce stress, develop clearer roles, creativity and joy at the workplace. Design/methodology/approach – The empirical data were obtained using in-depth interviews of three experienced project managers. Findings – The empirical data give insight as to how project managers can use their signature strengths. Additionally, the data also show how they can evolve and draw on positive meaning, positive emotions and positive relations. Various examples of positive meaning, positive emotions, positive relations and signature strengths have been identified and discussed. Research limitations/implications – Future research should apply a more comprehensive research design, for example a survey using a larger sample, so that these findings may be generalized. Practical implications – The paper contributes to portray and analyze positive psychology in a project management setting. Additionally, the paper assists understanding the connections among positive meaning, positive emotions, positive relations and signature strengths by presenting and discussing a model. Originality/value – This research extends current understanding of how project managers use their signature strengths to encourage and develop positive emotions in project teams.
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Latham, Gary P., and Edwin A. Locke. "New Developments in and Directions for Goal-Setting Research." European Psychologist 12, no. 4 (January 2007): 290–300. http://dx.doi.org/10.1027/1016-9040.12.4.290.
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Abstract. Goal setting is an “open” theory built on inductive findings from empirical research. The present paper briefly summarizes this theory. Emphasis is then given to findings that have been obtained in the present millennium with regard to (1) the high performance cycle, (2) the role of goals as mediators of personality effects on performance, (3) personality variables as moderators of goal effects on performance, the effect of (4) distal, (5) proximal, and (6) learning goals on performance on tasks that are complex for people, (7) the ways in which priming affects the impact of a goal, (8) the interrelationship between goal setting and affect, and (9) the results of goal setting by teams. Potential directions for research on goal setting in the workplace are suggested with regard to goal abandonment, perfectionism, an employee's age, subconscious goals, and the relationship between goals and knowledge.
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Reece, Andrew, Evan W. Carr, Roy F. Baumeister, and Gabriella Rosen Kellerman. "Outcasts and saboteurs: Intervention strategies to reduce the negative effects of social exclusion on team outcomes." PLOS ONE 16, no. 5 (May 6, 2021): e0249851. http://dx.doi.org/10.1371/journal.pone.0249851.
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The experience of social exclusion in the workplace adversely impacts employees’ well-being, job satisfaction, and productivity, and no one quite knows what to do about it. In this report, we describe the development and testing of three ostracism interventions, designed to help people cope with the negative effects of being excluded by one’s team. Across five studies, participants were assigned to a virtual ball toss game where they were either included or excluded by their teammates. Afterwards, they were given a task where they could earn money for themselves, for their entire team, or for an unrelated group (charity). Excluded participants worked less hard for their teams (even when this meant sacrificing their own earnings). This sabotage effect was specific, meaning that excluded individuals worked less hard on behalf of their teams, but not when they worked for themselves or for charity. We devised three intervention strategies—perspective, mentorship, and empowerment—to combat the negative effects of ostracism on people’s willingness to work for their teams. These interventions were successful; each increased people’s persistence in a team-based reward task, and in some cases, even raised the outcomes of excluded teammates to levels observed in included teammates. The effectiveness of these interventions also replicated successfully, using preregistered hypotheses, methods, and analyses. These studies add novel insights to a variety of fields that have examined the consequences of social exclusion, including social psychology, organizational behavior, and management science.
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Talat, Amina, and Zahid Riaz. "An integrated model of team resilience: exploring the roles of team sensemaking, team bricolage and task interdependence." Personnel Review 49, no. 9 (April 6, 2020): 2007–33. http://dx.doi.org/10.1108/pr-01-2018-0029.
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PurposeThe contemporary organizational environment calls for work team members to be more resilient in the face of likely setbacks, which are routinely experienced at the workplace. In two separate studies of work teams, we examine the impact of team sensemaking on team bricolage and subsequently, on team resilience. These studies further investigate whether task interdependence moderates the mediation of team bricolage for the relationship between team sensemaking and team resilience. In brief, these two studies conceptualize and test the relevance of team sensemaking, team bricolage and task interdependence for team resilience.Design/methodology/approachA sample of 213 team members participated in the self-administered survey for Study 1. For Study 2, a second sample collected from 81 teams, elicited team-level data by consensus among team members.FindingsFindings show that team sensemaking as an antecedent has a significant and positive impact on team resilience. The results also show how and when the relationship between team sensemaking and team resilience is facilitated through an underlying mechanism of team bricolage in the presence of task interdependence among team members. This research improves the understanding about the relationship between team sensemaking and team resilience by examining the underlying mechanism and boundary condition under which the relationship is the strongest.Practical implicationsThese findings have important implications for human resource managers. In face of adverse events, team sensemaking plays a pivotal role as it can enable team members to have better situational awareness, communication and reflection. Team sensemaking can be further facilitated for improved team resilience by embedding bricolage and task interdependence components in the employee orientation, job description and training of potential and current employees.Originality/valueThese findings demonstrate that in the wake of adverse events, team sensemaking can play a pivotal role as it enables team members to have better situational awareness, communication and reflection. For team resilience, the findings imply that team sensemaking can be further facilitated by team bricolage in the presence of task interdependence in work teams. Thus, managers of modern work teams and organizations can sensitize team members about these aspects through employee orientation, job description and on and off job training activities.
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Paulin, Deanna, and Barbara Griffin. "Team Incivility Climate Scale: Development and Validation of the Team-Level Incivility Climate Construct." Group & Organization Management 42, no. 3 (December 30, 2015): 315–45. http://dx.doi.org/10.1177/1059601115622100.
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Guided by a framework for multilevel construct validation, this study identified incivility climate as a new facet-specific climate construct. Referring to shared perceptions about the uncivil behaviors, practices, and norms that exist within a team, the construct of incivility climate is fundamental for future research investigating and estimating the effect of workplace incivility at the team level. Data from three separate samples totaling 1,110 employees and 50 work teams were used to test the internal consistency, confirm factor structure, and assess convergent and incremental validity of a new measure at both the individual and team level. The results support the construct validity of incivility climate along with the utility of the Team Incivility Climate Scale. Theoretical implications and practical applications of the construct and measure are described.
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Lantz, Annika, Niklas Hansen, and Conny Antoni. "Participative work design in lean production." Journal of Workplace Learning 27, no. 1 (January 12, 2015): 19–33. http://dx.doi.org/10.1108/jwl-03-2014-0026.
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Purpose – The purpose of this paper is to explore job design mechanisms that enhance team proactivity within a lean production system where autonomy is uttermost restricted. We propose and test a model where the team learning process of building shared meaning of work mediates the relationship between team participative decision-making, inter team relations and team proactive behaviour. Design/methodology/approach – The results are based on questionnaires to 417 employees within manufacturing industry (response rate 86 per cent) and managers’ ratings of team proactivity. The research model was tested by mediation analysis on aggregated data (56 teams). Findings – Team learning mediates the relationship between participative decision-making and inter team collaboration on team proactive behaviour. Input from stakeholders in the work flow and partaking in decisions about work, rather than autonomy in carrying out the work, enhance the teams’ proactivity through learning processes. Research limitations/implications – An investigation of the effects of different leadership styles and management policy on proactivity through team-learning processes might shed light on how leadership promotes proactivity, as results support the effects of team participative decision-making – reflecting management policy – on proactivity. Practical implications – Lean production stresses continuous improvements for enhancing efficiency, and such processes rely on individuals and teams that are proactive. Participation in forming the standardization of work is linked to managerial style, which can be changed and developed also within a lean concept. Based on our experiences of implementing the results in the production plant, we discuss what it takes to create and manage participative processes and close collaboration between teams on the shop floor, and other stakeholders such as production support, based on a shared understanding of the work and work processes. Social implications – Learning at the workplace is essential for long-term employability, and for job satisfaction and health. The lean concept is widely spread to both public bodies and enterprises, and it has been shown that it can be linked to increased stress and an increase in workload. Finding the potential for learning within lean production is essential for balancing the need of efficient production and employees’ health and well-being at work. Originality/value – Very few studies have investigated the paradox between lean and teamwork, yet many lean-inspired productions systems have teamwork as a pillar for enhancing effectiveness. A clear distinction between autonomy and participation contributes to the understanding of the links between job design, learning processes and team proactivity.
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Messmann, Gerhard, Regina H. Mulder, and Tuire Palonen. "Vocational education teachers’ personal network at school as a resource for innovative work behaviour." Journal of Workplace Learning 30, no. 3 (April 9, 2018): 174–85. http://dx.doi.org/10.1108/jwl-08-2017-0069.
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Purpose This paper aims to investigate the role of characteristics of vocational education teachers’ personal network at the workplace for determining the resources that enable them to cope with innovation-related demands at work. Design/methodology/approach A survey study with 48 vocational education teachers is carried out. Social network analysis, correlation analysis, and a comparative descriptive analysis of cluster profiles of teachers’ personal network at the workplace are carried out. Findings This study provides evidence for the role of network size as a facilitator of innovative work behaviour (IWB) outside the classroom. However, smaller networks can also support the development of innovations if they contain dense interactions with experienced, innovative professionals. Research limitations/implications This study implies to further investigate the role of network size in relation to the kind of network interactions (e.g. density of interactions and experience of members) in the context of larger and versatile work contexts. Practical implications This study implies that organisations should provide structures, tasks and events (e.g. interdisciplinary work teams and boundary crossing events) that enable employees to build network connections that help them to manage work-related demands. Employees themselves should reflect on their personal interaction preferences, their specific needs for support and the availability of co-workers who can provide this support. Originality/value This study contributes to the discourse on the relationship between professional networks and the development of innovations. Especially, the social work context and its role for IWB have hardly been investigated from a network perspective.
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Han, Guohong Helen, and Yuntao Bai. "Leaders can facilitate creativity: the moderating roles of leader dialectical thinking and LMX on employee creative self-efficacy and creativity." Journal of Managerial Psychology 35, no. 5 (June 18, 2020): 405–17. http://dx.doi.org/10.1108/jmp-02-2019-0106.
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PurposeResearch has shown that creative self-efficacy is an important antecedent of workplace creativity, but recent research indicates that this relationship may be moderated by contextual factors. The current study investigates whether leader dialectical thinking and leader member exchange moderate the relationship between employee creative self-efficacy and employee creativity.Design/methodology/approachA survey sample of 222 employees in 43 teams from Chinese high-tech companies was collected and HLM was used to test our research model.FindingsThe positive association between employee creative self-efficacy and employee creativity was strengthened when a leader displayed a dialectical thinking style. Additional analyses failed to find support for the moderating role of leader-member exchange (LMX).Research limitations/implicationsThese findings establish leadership cognitive style as a potential boundary condition of the relationship between creative self-efficacy and employee creativity.Practical implicationsCompanies can make an active effort in recruiting and training leaders who have a dialectical mindset as they can play significant roles in facilitating employee creativity.Social implicationsTechnological advancement and innovation is important for social welfare. This paper helps to improve the efficiency of creativity processes and finally benefits the whole society.Originality/valueThis is the first introduction of the leader's dialectical thinking as a moderator of the relationship between creative self-efficacy and creativity.
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Coetzer, Graeme. "An empirical examination of the mediating influence of time management on the relationship between adult attention deficit and role stress." Personnel Review 45, no. 4 (June 6, 2016): 681–706. http://dx.doi.org/10.1108/pr-04-2015-0105.
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Purpose – The purpose of this paper is to conduct an empirical examination of the mediating influence of time management (TM) on relationship between adult attention deficit (AAD) and role stress (RS). Design/methodology/approach – In total, 117 actively employed business graduate students completed a self-report measure of RS and identified two close associates, one of which completed an observer version of the Brown Attention Deficit Scale while the other complete an observer version of a TM measure. Product moment correlations were used to test the hypotheses that AAD, TM and RS were associated. The Sobel test of mediation was used to test the hypothesis that TM mediated the relationship between AAD and RS. Findings – AAD, TM and RS are associated with each other and TM partially mediates the relationship between AAD and RS. Research limitations/implications – Research study is limited by a measure of AAD that may not fully represent all the key symptom clusters and an indirect workplace sample. Further investigation of AAD symptoms, including potentially positive manifestations like entre/intrapreneurial cognition and behavior, is required to stabilize the content, structure and measurement of the construct. Practical implications – Organizations wishing to ensure timely completion of tasks and limit disruptive RS need to be aware of the influence of AAD. The provision of TM training, productivity management tools and an organized work space free of distractions is suggested for disordered employees. Various forms of organizational coaching including a peer coaching system may help disordered employees better manage both their time and their role. The effective design and management of teams represents a significant opportunity for effectively distributing the potential benefits of the disorder while managing deficits like poor TM and increased RS. Organizational development interventions that focus on TM and role (re)negotiation are suggested. Employee assistance programs that raise awareness and provide access to assessment are an important part of multimodal management of the disorder. Social implications – Increasing social, economic and legal pressures to provide reasonable accommodation for functional but disordered employees and take appropriate advantage of employee diversity underscores the general social value of this research. Originality/value – This research study is the first empirical examination of the mediating influence of TM on the relationship between AAD and RS. The results are of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multimodal management of the disorder in the workplace.
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Alrø, Helle, and Poul Nørgård Dahl. "Dialogic group coaching – inspiration from transformative mediation." Journal of Workplace Learning 27, no. 7 (September 14, 2015): 501–13. http://dx.doi.org/10.1108/jwl-10-2014-0073.
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Purpose – The purpose of this paper is to present an approach to group coaching in the workplace that can enhance shared learning in groups and teams through dialogue as opposed to group members’ individual positioning through discussion and debate. Design/methodology/approach – An action research project conducted throughout one year in collaboration between the management groups of the Elderly Care in a Danish municipality, two organizational consultants and two researchers from the Department of Communication and Psychology at Aalborg University. The dialogical approach to group coaching is developed in the interaction between dialogue theory and the performance and close analysis of 12 video-taped coaching sessions with four management groups. The development of the dialogic group coaching concept is further supported through common reflections between researchers and groups in initial meetings as well as during the coaching sessions and final interviews, reflections between researchers and groups in initial meetings as well as during the coaching sessions and final interviews. Findings – The non-directive approach of dialogic group coaching is inspired by Transformative Mediation. This approach includes a focus on empowerment and recognition within the group in terms of promoting common reflection and learning. This also appears to diminish conflict talk and conflict-based relationships. Further, the dialogic approach emphasizes the importance of a coaching contract to create a common basis for reflection and action, which is found to reduce individual positioning. Originality/value – The paper develops a dialogic concept of group coaching in theory and practice, while focusing on the learning processes and development of the participating management groups.
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Anthony, Peter John, and Jeffrey Weide. "Motivation and Career-Development Training Programs: Use of Regulatory Focus to Determine Program Effectiveness." Higher Learning Research Communications 5, no. 2 (June 26, 2015): 24. http://dx.doi.org/10.18870/hlrc.v5i2.214.
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<p>Higgins (2005) developed a motivational theory that distinguishes between two foci: preventative and promotion. Individuals with a preventative focus are motivated to complete activities due to a necessity or expectation. However, those with a promotion focus find motivation from advancement, self-improvement, or social impact. Writers typically use Higgins’ theory on workplace teams and psychology, yet the theory has usefulness for determining training program effectiveness (Carter, 2011; Freeman, 2009; Gaither, 2009; Kohn, 2009; Richmond, 2009; Whiteford, 2009). However, there is a noticeable gap between this motivational theory and how training programs are developed, particularly to meet the needs of project managers and consultants.</p> <p> </p> <p>Richmond (2009) highlighted that training is essential to the development of skill and competencies in complex and critical career paths. Project managers and consultants, particularly those tied to government projects, require a complex set of abilities in order to effectively complete projects on time and within budget. Without proper training programs, these individuals are not able to perform at the highest level possible. To explore how a project manager or consultant’s motivation can affect the effectiveness of training programs, this research study outlines the applicability of adapting career-development training programs to the learner’s motivational focus.</p>
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Jensen, Ruth, and Kirsten Foshaug Vennebo. "How school leadership development evolves: crossing timescales and settings." Journal of Workplace Learning 28, no. 6 (August 8, 2016): 338–54. http://dx.doi.org/10.1108/jwl-06-2015-0048.
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Purpose This paper aims to address workplace learning in terms of investigating school leadership development in an inter-professional team (the team) in which principals, administrators and researchers work together on a local school improvement project. The purpose is to provide an enriched understanding of how school leadership development evolves in a team during two years as the team works on different problem-spaces and the implications for leadership in schools. Design/methodology/approach The paper is based on a larger study with a qualitative research design with longitudinal, interventional, interactional and multiple-time level approaches. Empirically, the paper draws on tools, video and audio data from the teams’ work. By using cultural–historical activity theory (CHAT), school leadership development is examined as an object-oriented and tool-mediated activity. CHAT allows analyses of activities across timescales and workplaces. It examines leadership development by tracing objects in tool-mediated work and the ways in which they evolved. The object refers to what motivates and directs activity. Findings The findings suggest that the objects evolved both within and across episodes and the two-year trajectory of the team. Longitudinal trajectories of tools, schools and universities seem to intersect with episodes of leadership development. Some episodes seem to be conducive for changes in the principals’ schools during the collaboration. Research limitations/implications There is a need for a broader study that includes more cases in other contexts, thus expanding the existing knowledge. Originality/value By switching lenses of zooming, it has been possible to examine leadership development in a way that is not possible through surveys and interviews.
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Mannix, Elizabeth, and Margaret A. Neale. "What Differences Make a Difference?" Psychological Science in the Public Interest 6, no. 2 (October 2005): 31–55. http://dx.doi.org/10.1111/j.1529-1006.2005.00022.x.
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SUMMARY—As the workplace has become increasingly diverse, there has been a tension between the promise and the reality of diversity in team process and performance. The optimistic view holds that diversity will lead to an increase in the variety of perspectives and approaches brought to a problem and to opportunities for knowledge sharing, and hence lead to greater creativity and quality of team performance. However, the preponderance of the evidence favors a more pessimistic view: that diversity creates social divisions, which in turn create negative performance outcomes for the group. Why is the reality of diversity less than the promise? Answering this requires understanding a variety of factors, including how diversity is defined and categorized, and the moderating as well as mediating processes that affect the diversity–process–performance linkage. We start with a definition. The word diversity has been used to refer to so many types of differences among people that the most commonly used definition—“any attribute that another person may use to detect individual differences” (Williams & O'Reilly, 1998, p. 81)—while accurate, is also quite broad. As a result, various categorization schemes based on factors such as race or gender, or based on proportions such as the size of the minority, have been used to further refine the definition of diversity in teams. The choices researchers have made in using these categorization schemes, however, do lead to particular tradeoffs. Factor approaches, for example, allow an examination of multiple types of diversity and the interactions among them but ignore the sizes of factions and subgroups. Proportional approaches allow the consideration of minority-group size, and hence the study of issues such as tokenism, but also tend to focus on only one type of diversity and thereby overestimate its relevance relative to other types. The underlying effects of diversity, whichever way it is defined and categorized, have typically been understood through three primary theoretical perspectives: the similarity–attraction paradigm, self- and social categorization, and information processing. These approaches also have their biases. The predictions of similarity–attraction theory are straightforward: Similarity on attributes such as attitudes, values, and beliefs will facilitate interpersonal attraction and liking. Empirical research has supported that surface-level similarity tends to predict affiliation and attraction. The similarity–attraction paradigm was developed to understand dyadic relationships. Yet, individuals can express preferences for membership in particular groups even when they have had no prior social interaction with members of that group. This is primarily a cognitive process of categorization: Individuals are postulated to have a hierarchical structure of self-categorizations at the personal, group, and superordinate levels. Research has demonstrated that the specific categories on which we tend to focus in categorizing others—such as race, gender, values, or beliefs—are likely to be those that are the most distinctive or salient within the particular social context. The act of social categorization activates differential expectations for in-group and out-group members. This distinction creates the atmosphere for stereotyping, in which out-group members are judged more stereotypically than in-group members are. The self-categorization/social-identity and similarity–attraction approaches both tend to lead to the pessimistic view of diversity in teams. In these paradigms, individuals will be more attracted to similar others and will experience more cohesion and social integration in homogeneous groups. The information-processing approach, by contrast, offers a more optimistic view: that diversity creates an atmosphere for enhancing group performance. The information-processing approach argues that individuals in diverse groups have access to other individuals with different backgrounds, networks, information, and skills. This added information should improve the group outcome even though it might create coordination problems for the group. As we disentangle what researchers have learned from the last 50 years, we can conclude that surface-level social- category differences, such as those of race/ethnicity, gender, or age, tend to be more likely to have negative effects on the ability of groups to function effectively. By contrast, underlying differences, such as differences in functional background, education, or personality, are more often positively related to performance—for example by facilitating creativity or group problem solving—but only when the group process is carefully controlled. The majority of these effects have typically been explained in terms of potential mediators such as social integration, communication, and conflict. However, the actual evidence for the input–process–output linkage is not as strong as one might like. Clarifying the mixed effects of diversity in work groups will only be possible by carefully considering moderators such as context, by broadening our view to include new types of diversity such as emotions and networks, and by focusing more carefully on mediating mechanisms. As we delve into advice for organizational teams to enhance the assets of diversity and manage the liabilities, we focus on the benefits of “exploring” as opposed to “exploiting” types of tasks, of bridging diversity through values and goals, and of enhancing the power of the minority. Finally, we end with suggestions for how organizations can learn to create incentives for change within the firm.
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Dobrowolska, Małgorzata, Magdalena Ślazyk-Sobol, Maria Flakus, and Agnieszka Deja. "Climate and Ties in Workplace versus Sense of Danger and Stress, Based on Empirical Research in the Aviation Industry." Sustainability 12, no. 13 (June 30, 2020): 5302. http://dx.doi.org/10.3390/su12135302.
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The climate of the workplace, as well as the issues of relations and ties in the professional environment have long aroused considerable interest among psychologists and management practitioners. The organizational climate, which is defined as a set of beliefs about the organization, its relations, the atmosphere of the workplace, circulation of communication, development opportunities, etc., has often been associated with well-being and job satisfaction. Performing work related to numerous stress factors and difficult situations may significantly affect how both the professional environment and employees’ well-being are perceived. Many empirical studies concerning work psychology and organization, including the works of Rosenstiel and Boegel, Gonzales-Roma, Peiro, Schneider and Earhart underline the importance of the organization climate in the construction of efficient and effectively functioning organizations. One of its important aspects is the level of social relationships and cooperation within an organization. Ties in the workplace are defined as the quality and depth of relations between members of an organization. Studies presented in this paper are of an exploratory nature due to the sector specificity, i.e., aviation and provision of services related to ground control operations. The aim of the empirical research presented herein is to verify the assumption about mutual relations between such variables as the perceived climate of the workplace and interpersonal bonds, as well as experiencing negative emotional states, such as the sense of danger and stress. The psychological literature suggests that low evaluation of the organizational climate parameters should be related to worse, more negative evaluation of the workplace and that the dissatisfaction within the scope of ties and relations with employees affects the perception of stress and threat. In the course of the study, 326 persons working at Pyrzowice and Szymany (Poland) and Kosice (Slovakia) have been examined. Polish employees dominated in this group (250 persons). The remaining group was constituted of individuals working at the Kosice (Slovakia) airport. The respondents represent a specific professional group. The authors tried to learn the specificity of the stress and threat experiencing process due to organizational variables—such as aspects related to evaluation of the workplace and the feeling of ties. To achieve this goal, in the course of statistical analyses, models were built to predict the sense of danger and stress among the surveyed population. A hierarchical regression analysis was carried out in order to determine which of the variables allow predicting the sense of danger and stress in the examined occupational group. The results showed that the higher sense of threat was predicted by the less positive views about the workload, the social support and by the higher ratings of ties in the workplace. In this model, the statistically significant predictors of the sense of threat were the perception of workload (β = − 0.184; s.e. = 0.29; t = −3.297; p < 0.001), the social support (β = − 0.272; s.e. = 0.52; t = −3.916; p < 0.001) and ties in the workplace (β = 0.115; s.e. = 0.51; t = 2.162; p = 0.031). Additionally, the higher level of sense of stress was predicted by the less positive views about the workload, fair play and by the higher sense of threat. The final model explained 12% of all variability regarding the sense of stress (R2 = 0.115; F [8, 317] = 5.122; p < 0.001). In this model, the statistically significant predictors of the sense of stress were the workload (β = − 0.120; s.e. = 0.11; t = −2.079; p = 0.038), sense of justice (β = 0.160; s.e. = 0.20; t = 1.965; p < 0.001) and the sense of threat (β = 0.219; s.e. = 0.02; t = 3.859; p < 0.001). The interest in employees from the aviation sector stems from the lack of empirical data on how people working in this industry function psychologically. This branch of industry is currently developing extremely dynamically and is expected to evolve even more in the wake of the industrial revolution 4.0. Work in the field of modern industry 4.0 forces the employees to acquire many important competencies related to managing new, automated working conditions. As suggested by some authors (Popkova, 2019; Neufeind, 2018), in the light of the 4.0 revolution, one must assume that both the requirements of the work environment and reactions and behavior of employees will differ from the more typical and stable organizational conditions. Meanwhile, in the light of automation and specificity of the industry in question, not much attention is paid to human resources, who—while cooperating in various teams (organic and inorganic)—experience various challenges, as well as difficulties resulting from their professional work.
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Zhang, Haiyan, Shuwei Sun, and Lijing Zhao. "Team Member Work Role Performance: The Organizational Benefits From Performance-Based Horizontal Pay Dispersion and Workplace Benign Envy." Frontiers in Psychology 11 (December 3, 2020). http://dx.doi.org/10.3389/fpsyg.2020.566979.
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In the context of the current uncertain, complex, and interdependent work systems, teams have become organizations’ substantial working unit, which in turn challenges the traditional view of employee performance and ultimately results in the emergence of team member work role performance. Employee team-oriented work role behaviors with proficiency, adaptivity, and proactivity, which are integrated by the new construct, are so crucial to team effectiveness that many organizations keenly expect to achieve team member work role performance through implementing a dispersed pay-for-performance plan within a team. This study seeks to address the organizational practitioners’ main concern that whether pay dispersion among team members (i.e., horizontal pay dispersion, HPD) could actually help realize team member work role performance and further examines why and when an employee could respond to HPD within a team by engaging in team member work role behaviors from the perspective of the performance-shaping basis and team member’s workplace benign envy. Drawing on emotion-related theory, social comparison theory, legitimacy theory, expectation theory, and relative deprivation theory, it proposes that performance-based HPD could not only positively impact team member work role performance via workplace benign envy but also exert a direct-positive effect. Moreover, the activating effect of performance-based HPD on workplace benign envy and the mediating role are much stronger when a team member’s pay position is higher. The multi-source data including objective information and subjective perception among 362 ordinary employees within 66 Chinese organizational teams primarily supported the moderated mediation model. Yet, the direct-positive effect was not established.
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Baillien, Elfi, Hans De Witte, Guy Notelaers, and Inge Neyens. "De ontwikkeling van de RATOG: een screeningsinstrument voor de preventie van pesterijen op het werk." Gedrag & Organisatie 21, no. 3 (September 1, 2008). http://dx.doi.org/10.5117/2008.021.003.003.
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Construction of a risk assessment tool to prevent workplace bullying Construction of a risk assessment tool to prevent workplace bullying E. Baillien, H. De Witte, G. Notelaers & I. Neyens, Gedrag & Organisatie, volume 21, August 2008, nr. 3, pp. 254-278. The aim of the current study was to develop a tool which helps organizations to prevent workplace bullying ('RATOG'). By measuring the most important antecedents of workplace bullying the tool indicates whether these antecedents have a safe, problematic or very problematic score. The tool was developed in two phases. In phase one, the most important antecedents of bullying were selected on the basis of a survey among employees of twenty Flemish organizations. These antecedents were role conflict, job insecurity, low social support from the colleagues, high frequency of conflict within the team, low employee-oriented organizational culture and low procedural justice. In the second phase, Relative Operating Characteristic analyses determined from which score these antecedents increased workplace bullying. The tool can be used to analyze an entire organization, large departments or smaller teams and contains 23 questions.
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Manfredi, Paola, and Elena Massardi. "Affective Neuroscience: The Suitability of a Web App to Monitor Affective States at Work." Frontiers in Psychology 12 (June 4, 2021). http://dx.doi.org/10.3389/fpsyg.2021.592143.
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This work describes in detail the use of a new tool, a web-app, based on the conceptual framework of affective neuroscience, in particular on Panksepp’s 7 basic emotional systems. Affective neuroscience has been used effectively in many areas, but there have been very few applications in the workplace, due to the lack of a smart implementation tool. The novelty of this work does not lie in the new information, but in a new “clinical” approach. There is a theoretical framework that allows data to be interpreted rather than simply described. Furthermore, the knowledge of working realities through the web app is specific and longitudinal. Finally, emotions are detected in hic et nunc, so the role of reflexive-cognitive mediation and recall bias are minor. This “more situated” knowledge can then guide specific leadership strategies. This paper presents the results of the tool’s application in a company in Northern Italy. The findings of our project, which recorded basic affective states and the functioning of several working teams, are detailed herein. The project’s 488 web-app records are summarized in this report, alongside our examination of related mood tags. Through this project, our analysis has enabled to determine affective neuroscience profiles of the teams analyzed, allowing the researchers to identify areas of possible interventions. The data appear very encouraging.
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Trenerry, Brigid, Samuel Chng, Yang Wang, Zainal Shah Suhaila, Sun Sun Lim, Han Yu Lu, and Peng Ho Oh. "Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors." Frontiers in Psychology 12 (March 23, 2021). http://dx.doi.org/10.3389/fpsyg.2021.620766.
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The rapid advancement of new digital technologies, such as smart technology, artificial intelligence (AI) and automation, robotics, cloud computing, and the Internet of Things (IoT), is fundamentally changing the nature of work and increasing concerns about the future of jobs and organizations. To keep pace with rapid disruption, companies need to update and transform business models to remain competitive. Meanwhile, the growth of advanced technologies is changing the types of skills and competencies needed in the workplace and demanded a shift in mindset among individuals, teams and organizations. The recent COVID-19 pandemic has accelerated digitalization trends, while heightening the importance of employee resilience and well-being in adapting to widespread job and technological disruption. Although digital transformation is a new and urgent imperative, there is a long trajectory of rigorous research that can readily be applied to grasp these emerging trends. Recent studies and reviews of digital transformation have primarily focused on the business and strategic levels, with only modest integration of employee-related factors. Our review article seeks to fill these critical gaps by identifying and consolidating key factors important for an organization’s overarching digital transformation. We reviewed studies across multiple disciplines and integrated the findings into a multi-level framework. At the individual level, we propose five overarching factors related to effective digital transformation among employees: technology adoption; perceptions and attitudes toward technological change; skills and training; workplace resilience and adaptability, and work-related wellbeing. At the group-level, we identified three factors necessary for digital transformation: team communication and collaboration; workplace relationships and team identification, and team adaptability and resilience. Finally, at the organizational-level, we proposed three factors for digital transformation: leadership; human resources, and organizational culture/climate. Our review of the literature confirms that multi-level factors are important when planning for and embarking on digital transformation, thereby providing a framework for future research and practice.
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Ismail-Teja, Ruhee. "Developing the Upcoming Generation of Leaders in the Workplace." Inquiry@Queen's Undergraduate Research Conference Proceedings, February 20, 2018. http://dx.doi.org/10.24908/iqurcp.9318.
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This project is designed to understand the different generations coexisting in the workplace and create recommendations for corporate leadership on most effectively managing and developing leadership competencies in the younger generation. This investigation, examined through secondary sources and interviews with 20-35 year-olds, provides insight on the tools upcoming leaders need in order to build on current corporate success. Current research from psychology and business journals, and publications released by consulting companies and other sources was consolidated to evaluate the status of the workforce given the recent generational spread. Interviews were conducted with twelve employees and consultants from various industries in Calgary to understand their workplace values, definition of effective leadership, career aspirations, and views on their needs from current employers. Gen Yer’s and Traditionalists want to learn from one another in order to combine skills and strengths. This learning should take the form of both structured and informal mentorship as well as 360-degree feedback. The incoming generation wants a company to invest in them, which many companies are reluctant towards because they accurately believe Gen Xer’s and Yer’s have less longevity. The paradox lies in the reality that this generation is drawn to an environment in which their capacity for learning and opportunities are extensive. They are eager to build their careers with a company that helps them access a range of experiences, understand the ‘big picture’, and fosters challenging and meaningful work. Younger workers expect a culture of transparency, teams over hierarchies, respect for personal life, and trust.
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Ho, Victor. "Guarding the gate politically and politely: How accreditation teams do facework while gatekeeping." Journal of Politeness Research 13, no. 1 (January 1, 2017). http://dx.doi.org/10.1515/pr-2014-0017.
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AbstractAccreditation is a quality assurance mechanism which evaluates either the capability of an institution to offer an academic program or the quality of an academic program before its launch. Accredited institutions and programs are allowed to enroll students, both fee-paying and non-fee-paying. The outcome of an accreditation exercise will therefore have significant implications for an institution’s reputation and finance. Institutions are normally informed of the outcome through an accreditation report, a genre whose discourse is intrinsically interesting and important, and thus deserves fuller research attention, for two reasons: (1) the genre contains evaluations and comments which can be negative and face-threatening, and (2) the accreditation team, as we can safely assume, will do facework subsequent to the performance of face threats through the negative evaluations and comments. The present study seeks to gain a better understanding of the lexicogrammar of this genre in general, and the lexicogrammar used to textualize facework in particular by analyzing the discourse of 30 accreditation reports in an Australian context. This paper argues that the evaluative language used in this genre can serve to perform facework for both the institution being accredited and the accreditation team itself, and have important implications for both the workplace and classroom.
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Vonderlin, Ruben, Burkhard Schmidt, Gerhard Müller, Miriam Biermann, Nikolaus Kleindienst, Martin Bohus, and Lisa Lyssenko. "Health-Oriented Leadership and Mental Health From Supervisor and Employee Perspectives: A Multilevel and Multisource Approach." Frontiers in Psychology 11 (January 18, 2021). http://dx.doi.org/10.3389/fpsyg.2020.614803.
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The link between leadership and mental health at the workplace is well established by prior research. However, most of the studies have addressed this relationship from a single-source perspective. The aim of this study was to examine how supervisor and employee ratings of health-oriented leadership correspond to each other and which sources are predictive for employee mental health. We assessed data within 99 teams (headed by 99 supervisors) containing 713 employees in 11 different companies in Southern Germany. Supervisors and their staff completed questionnaires on the supervisors’ health-oriented staff-care dimensions awareness, value of health and health behavior (Health-Oriented Leadership Scale, HoL) and current mental distress (Hospital Anxiety and Depression Scale, HADS). Hierarchical linear models revealed that supervisors’ self-ratings were significantly related to their employees’ ratings (at the team level) only on the health behavior dimension, but not on the health awareness and value of health dimensions. Also, supervisors rated themselves significantly higher on HoL compared to their employees. Employee ratings of HoL significantly predicted their own level of mental distress (direct within-level effect), whereas supervisor ratings of HoL did not predict employees’ mental distress at the team level (direct cross-level effect). Supervisors’ self-ratings of HoL did not influence the relationship between employee ratings of HoL and their mental distress on an individual level (cross-level interaction). These results highlight the complex relationship between multisource assessments of HoL and employee mental health, emphasizing the importance of subjective perception for mental health. Future studies should investigate under which conditions supervisor and employee ratings correspond to each other and are predictive for mental health at the workplace.
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Ren, Shuang, Zhining Wang, and Ngan Thuy Collins. "The joint impact of servant leadership and team-based HRM practices on team expediency: the mediating role of team reflexivity." Personnel Review ahead-of-print, ahead-of-print (February 9, 2021). http://dx.doi.org/10.1108/pr-07-2020-0506.
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PurposeThis study focuses on an emerging deviant behavior at the team level and investigates when and why the team level processes reduce team expedient behavior. Anchored on the input–process–outcome (I–P–O) theoretical framework for studying team effectiveness, it conceptualizes and tests a research model where servant leadership and team-based human resource management (HRM practices) serve as a team-level input that interacts to influence the process of team reflexivity and ultimately reduces team expedient behavior as the outcome.Design/methodology/approachData are from 109 teams involving a total of 584 employees and analyzed at the team level.FindingsThe findings provide empirical support that team-based HRM practices positively moderate the relationship between servant leadership and team reflexivity and that team reflexivity transforms the influence of servant leadership into reduced team expedient behavior. Implications for theory and practice are discussed.Research limitations/implicationsThe participants in this study were drawn from diverse backgrounds (n = 584), and they were nested within 109 teams. Therefore, the authors were cautious of making claims that the findings would apply to every team in the context of China. The authors acknowledge that the research design of this study is not the strongest to test for causal relationship.Practical implicationsThe findings show the synergistic role of servant leadership and team-based HRM practices and suggest organizations have both in place to mitigate deviant behaviors by teams. The study also suggests organizations develop and promote an environment where team members are motivated and encouraged to share their ideas, openly discuss experiences and set up forward plans.Social implicationsOrganizations should focus on training their leaders of the behaviors such as supporting followers, enhancing subordinates' commitment to the collective goal and emphasizing the equality between themselves and subordinates. Organizations need to increase their awareness that the teams are more likely to perform their tasks by the means prescribed by the organizational rules if they communicate, discuss and get modeling or feedback from other teams.Originality/valueThis study enriches research on team-based HRM practices, which so far have received limited attention, and deserves further investigation. It sharpens the underlying mechanism that translates team-level input of leadership and HRM to the desired outcomes of reduced expedient behavior by introducing the role of team reflexivity. The study adds to the growing research on workplace deviance by addressing team-level expedient behavior.
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Furlough, Caleb, Thomas Stokes, and Douglas J. Gillan. "Attributing Blame to Robots: I. The Influence of Robot Autonomy." Human Factors: The Journal of the Human Factors and Ergonomics Society, October 15, 2019, 001872081988064. http://dx.doi.org/10.1177/0018720819880641.
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Objective: The research examined how humans attribute blame to humans, nonautonomous robots, autonomous robots, or environmental factors for scenarios in which errors occur. Background: When robots and humans serve on teams, human perception of their technological team members can be a critical component of successful cooperation, especially when task completion fails. Methods: Participants read a set of scenarios that described human–robot team task failures. Separate scenarios were written to emphasize the role of the human, the robot, or environmental factors in producing the task failure. After reading each scenario, the participants allocated blame for the failure among the human, robot, and environmental factors. Results: In general, the order of amount of blame was humans, robots, and environmental factors. If the scenario described the robot as nonautonomous, the participants attributed almost as little blame to them as to the environmental factors; in contrast, if the scenario described the robot as autonomous, the participants attributed almost as much blame to them as to the human. Conclusion: We suggest that humans use a hierarchy of blame in which robots are seen as partial social actors, with the degree to which people view them as social actors depending on the degree of autonomy. Application: The acceptance of robots by human co-workers will be a function of the attribution of blame when errors occur in the workplace. The present research suggests that greater autonomy for the robot will result in greater attribution of blame in work tasks.