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Journal articles on the topic 'Performance group, the'

Author: Grafiati

Published: 4 June 2021

Last updated: 27 July 2025

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1

Weldon, Elizabeth, and Laurie R. Weingart. "Group goals and group performance*." British Journal of Social Psychology 32, no. 4 (1993): 307–34. http://dx.doi.org/10.1111/j.2044-8309.1993.tb01003.x.

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2

Sulistyorini, Eri. "PENGARUH LINGKUNGAN KERJA, KETERLIBATAN KERJA DAN KOHESIVITAS DALAM KELOMPOK KERJA TERHADAP KINERJA KARYAWAN DENGAN ASPEK KEPUASAN KERJA SEBAGAI VARIABEL MEDIASI PADA KANTOR PELAYANAN PERBENDAHARAAN NEGARA (KPPN) PURWOREJO." Performance 24, no. 1 (2017): 32. http://dx.doi.org/10.20884/1.performance.2017.24.1.311.

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The research is titled “Effect of Work Environment, Job Involvement and Cohesiveness within the Working Group on Employee Performance with Aspects of Job Satisfaction as a Mediating Variable in KPPN Purworejo”. The aims of research are to find out and to analyze the effect of work environment, job involvement and cohesiveness within the working group on employee performance with aspects of job satisfaction as a mediating variable. The method of research is survey with sampling technique uses non probability sampling by saturation sampling. Population from the research is all of employement KPP

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3

Gunderman, Richard B. "Enhancing Group Performance." American Journal of Roentgenology 194, no. 5 (2010): 1306–9. http://dx.doi.org/10.2214/ajr.09.3279.

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4

Bijuan Chen, Bijuan Chen, Erwin H. W. Chan Erwin H. W. Chan, Xinhuan Feng Xinhuan Feng, Xudong Wang Xudong Wang, and Bai-Ou Guan Bai-Ou Guan. "Investigation on microwave photonic filter group delay performance." Chinese Optics Letters 15, no. 8 (2017): 080604. http://dx.doi.org/10.3788/col201715.080604.

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5

Nakanishi, Masayuki. "Group Motivation and Group Task Performance." Small Group Behavior 19, no. 1 (1988): 35–55. http://dx.doi.org/10.1177/104649648801900103.

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6

Joseph, Anthony, and Mabel Payne. "Group dynamics and collaborative group performance." ACM SIGCSE Bulletin 35, no. 1 (2003): 368–71. http://dx.doi.org/10.1145/792548.612008.

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7

Chait, Richard. "Providing Group Rewards for Group Performance." Academe 74, no. 6 (1988): 23. http://dx.doi.org/10.2307/40249827.

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8

Chun, Jinseok. ""Members’ Needs, Group Conflict, and Group Performance"." Academy of Management Proceedings 2013, no. 1 (2013): 15094. http://dx.doi.org/10.5465/ambpp.2013.15094abstract.

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9

TAGGAR, SIMON. "Group Composition, Creative Synergy, and Group Performance." Journal of Creative Behavior 35, no. 4 (2001): 261–86. http://dx.doi.org/10.1002/j.2162-6057.2001.tb01050.x.

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10

Evans, Charles R., and Kenneth L. Dion. "Group Cohesion and Performance." Small Group Research 22, no. 2 (1991): 175–86. http://dx.doi.org/10.1177/1046496491222002.

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11

H.W. Civettini, Nicole. "Similarity and Group Performance." Social Psychology Quarterly 70, no. 3 (2007): 262–71. http://dx.doi.org/10.1177/019027250707000305.

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This paper investigates the effects that different patterns of similarity among group members have on a group's performance on a problem-solving task. I discuss and test hypotheses on the effects of similarity on group performance derived from two literatures: balance theory and research on homophily. In an experiment I found that the relative balance of the pattern of similarity was more important in predicting how quickly groups establish norms of interaction and complete a task than how similar group members were to each other. Neither balance nor the degree of similarity had a significant

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12

Mitchell, Rebecca, Brendan Boyle, and Stephen Nicholas. "Cross‐cultural group performance." Learning Organization 18, no. 2 (2011): 94–101. http://dx.doi.org/10.1108/09696471111103704.

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13

Evans, Charles R., and Kenneth L. Dion. "Group Cohesion and Performance." Small Group Research 43, no. 6 (2012): 690–701. http://dx.doi.org/10.1177/1046496412468074.

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14

Shang, Ruidi, Margaret A. Abernethy, and Chung-Yu Hung. "Group Identity, Performance Transparency, and Employee Performance." Accounting Review 95, no. 5 (2019): 373–97. http://dx.doi.org/10.2308/accr-52652.

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ABSTRACT Economics, social psychology, and management studies suggest that group identity plays an important role in directing employee behaviors. On the one hand, strong group identity could motivate high effort to resolve conflicts of interests in the workplace. On the other hand, it could encourage conformity toward group norms. We examine whether the effect of group identity is conditional on managers' performance reporting choices. Drawing on survey and archival data from a field site, we find that when performance transparency is low, the interest alignment effect is more salient and gro

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15

Galal, Kerim, Christian Landau, and Ansgar Richter. "Inter-group and Intra-group Performance Differences of Strategic Groups in the Consulting Industry." Academy of Management Proceedings 2013, no. 1 (2013): 17058. http://dx.doi.org/10.5465/ambpp.2013.17058abstract.

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16

王, 新心. "Group Procedure and Its Impact on Group Performance." Advances in Social Sciences 07, no. 06 (2018): 794–800. http://dx.doi.org/10.12677/ass.2018.76121.

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17

Kerr, Norbert L. "Reconceptualizing Group Performance: A Review ofIn Search of Synergy in Small Group Performance." Journal of Social Psychology 150, no. 6 (2010): 706–10. http://dx.doi.org/10.1080/00224545.2010.518027.

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18

Park, Haesang, and Sooyoung Shin. "When Does Group Efficacy Deteriorate Group Performance? Implications of Group Competency." Behavioral Sciences 12, no. 10 (2022): 379. http://dx.doi.org/10.3390/bs12100379.

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While the social cognitive theory suggests that a group’s efficacy belief enhances its performance, emerging evidence indicates that this relationship is more complex than it appears to be. This study explores the boundary conditions of this relationship using the data of 389 employees from 41 work groups in a manufacturing company in South Korea. The results show that group efficacy is positively related to group performance and that this relationship is stronger when members are generally incompetent than competent. We also found that a bottleneck, which is operationalized as a group’s minim

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19

Park, Hae Sang, and Soo Young Shin. "When does group efficacy deteriorate group performance? Implications of group competency." Academy of Management Proceedings 2021, no. 1 (2021): 13517. http://dx.doi.org/10.5465/ambpp.2021.13517abstract.

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20

Bahli, Bouchaib, and Meral Demirbag Buyukkurt. "Group Performance in Information Systems Project Groups: An Empirical Study." Journal of Information Technology Education: Research 4 (2005): 097–113. http://dx.doi.org/10.28945/267.

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21

Larey, Timothy S., and Paul B. Paulus. "Group Preference and Convergent Tendencies in Small Groups: A Content Analysis of Group Brainstorming Performance." Creativity Research Journal 12, no. 3 (1999): 175–84. http://dx.doi.org/10.1207/s15326934crj1203_2.

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22

Rinny, Rantung, and Sarmita Reggy. "Business students' perspectives: What makes successful group performance?" International Journal of Evaluation and Research in Education (IJERE) 9, no. 4 (2020): 896–902. https://doi.org/10.11591/ijere.v9i4.20534.

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Purpose of this study was to identify factors contributing to the successful group performance from the perspective of business students. The in-depth interview was done followed by a survey derived forty-five items variables, after some tests 21 items variables removed due to low item remainder coefficient resulted in 24 items questionnaires. A total of 355 respondents participated during the survey. Exploratory factor analysis with principal factor extraction was performed and five contributing factors were extracted. Those factors are cohesiveness, inter-relationship, norms, diversity and a

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23

Craig, Traci Y., and Janice R. Kelly. "Group cohesiveness and creative performance." Group Dynamics: Theory, Research, and Practice 3, no. 4 (1999): 243–56. http://dx.doi.org/10.1037/1089-2699.3.4.243.

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24

Kerr, Norbert L., and R. Scott Tindale. "Group Performance and Decision Making." Annual Review of Psychology 55, no. 1 (2004): 623–55. http://dx.doi.org/10.1146/annurev.psych.55.090902.142009.

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25

Smith, Edward Bishop, and Yuan Hou. "Redundant Heterogeneity and Group Performance." Organization Science 26, no. 1 (2015): 37–51. http://dx.doi.org/10.1287/orsc.2014.0932.

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26

Spoerer, Kristian, Thanatchai Sirivichayakul, and Hiroyuki Iida. "Homogeneous Group Performance in Chess." Procedia Technology 11 (2013): 1272–76. http://dx.doi.org/10.1016/j.protcy.2013.12.324.

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27

Eickhoff-Shemek, JoAnn M., and Susan Selde. "Evaluating Group Exercise Leader Performance." ACSM's Health & Fitness Journal 10, no. 1 (2006): 20–23. http://dx.doi.org/10.1097/00135124-200601000-00008.

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28

Woolley, Anita Williams, Ishani Aggarwal, and Thomas W. Malone. "Collective Intelligence and Group Performance." Current Directions in Psychological Science 24, no. 6 (2015): 420–24. http://dx.doi.org/10.1177/0963721415599543.

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29

Wong, Yuk Kuen. "Software quality and group performance." AI & SOCIETY 23, no. 4 (2007): 559–73. http://dx.doi.org/10.1007/s00146-007-0174-6.

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30

Lv, Lei, Tianlu Mao, Xuecheng Liu, and Zhaoqi Wang. "Optimization-based group performance deducing." Computer Animation and Virtual Worlds 25, no. 2 (2013): 171–84. http://dx.doi.org/10.1002/cav.1544.

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31

Bokor, József, and Zoltán Szabó. "The H∞ Control Performance Group." Acta Polytechnica Hungarica 16, no. 9 (2019): 11–25. http://dx.doi.org/10.12700/aph.16.9.2019.9.2.

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32

Yeow, Pamela, Alison Dean, Danielle Tucker, and Linda Pomeroy. "Group-works: exploring multiplex networks, leadership and group performance." Journal of Organizational Effectiveness: People and Performance 6, no. 4 (2019): 227–45. http://dx.doi.org/10.1108/joepp-03-2019-0027.

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Purpose The purpose of this paper is to explore the effect of “multiplex” (multiple overlapping) networks and leadership on group performance in a higher education setting. Design/methodology/approach Using a combination of social network analysis and interviews, the authors employ a case study approach to map the connections between academic group members. This paper analyses the relationship between this mapping and academic performance. Findings The authors identified two dimensions which influence group effectiveness: multiplex networks and distributed–coordinated leadership. Where network

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33

Rulke, Diane L., and Joseph Galaskiewicz. "Distribution of Knowledge, Group Network Structure, and Group Performance." Management Science 46, no. 5 (2000): 612–25. http://dx.doi.org/10.1287/mnsc.46.5.612.12052.

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34

Kumar, Vivek, Paritosh Mishra, Suraj Bhan Yadav, and Sandeep Kumar Gupta. "In-group and out-group behavior in Indian multinational corporations: An analysis of its implications on organizational performance." Problems and Perspectives in Management 21, no. 3 (2023): 189–205. http://dx.doi.org/10.21511/ppm.21(3).2023.15.

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The purpose of this study is to investigate in-group and out-group dynamics within multinational corporations in India and their influence on organizational performance. The paper uses concurrent triangulation. Primary data were gathered via a purposive sample of 500 employees across various demographic backgrounds, ensuring diversity. Respondents participated in an online survey and a few in-depth interviews, administered in-person or online, capturing their experiences of group dynamics. Survey data were analyzed using R, SPSS, and SAS, while thematic analysis was applied to in-depth intervi

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35

Li, Xiao Jun, Liu Zhan Jia, and Yu Mei Zhang. "The Influence of Group Efficacy, Group Identification on Group Performance of University Students Organizations." Applied Mechanics and Materials 357-360 (August 2013): 2744–47. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2744.

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The current research test the impact of group efficacy and group identification on group performance within the university student organizations. Through questionnaires survey about group efficacy, group identification and group performance on the university students organizations members contained 127 male members and 166 female members. The hierarchical regression analysis shown that standard coefficient of group efficacy and group identification on group performance are .509(p<.001) and .304(p<.001) respect. The results proved that group efficacy and group identification has positivel

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36

Whitney, Kristina. "Improving Group Task Performance: The Role of Group Goals and Group Efficacy." Human Performance 7, no. 1 (1994): 55–78. http://dx.doi.org/10.1207/s15327043hup0701_5.

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37

Silver, William S., and Kristina M. Bufanio. "The Impact of Group Efficacy and Group Goals on Group Task Performance." Small Group Research 27, no. 3 (1996): 347–59. http://dx.doi.org/10.1177/1046496496273001.

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38

Shivani Sah, Shivani Sah. "The Case of ABC Group-A Case on Performance Appraisal System." Indian Journal of Applied Research 1, no. 9 (2011): 123–24. http://dx.doi.org/10.15373/2249555x/jun2012/44.

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39

Misao, Hida. "Group problem solving performance by members of homogeneous and heterogeneous groups." JAPANESE JOURNAL OF EXPERIMENTAL SOCIAL PSYCHOLOGY 54, no. 1 (2014): 55–67. http://dx.doi.org/10.2130/jjesp.1217.

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40

Lun, Vivian Miu-Chi, and Michael Harris Bond. "Achieving relationship harmony in groups and its consequence for group performance." Asian Journal Of Social Psychology 9, no. 3 (2006): 195–202. http://dx.doi.org/10.1111/j.1467-839x.2006.00197.x.

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41

Kim, Ji-Hee, and Yun-Cheol Lee. "Performance Feedback and Organizational Search Behaviors of Emerging Market Business Group Affiliates." Korea International Trade Research Institute 18, no. 4 (2022): 55–72. http://dx.doi.org/10.16980/jitc.18.4.202208.55.

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Purpose - The purpose of this paper is to investigate the effect of performance feedback on market vs. technology search behavior of business group affiliates in Korea. Design/Methodology/Approach - This study use panel data and the system GMM to analyze the relationship of performance feedback and search behavior, using data from large business group affiliates of 2001-2011. Findings - We show that organizational form influences the relationship between performance feedback and search behavior. Contrary to the firms’ usual response to the negative performance feedback, emerging ma

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42

Ying, Xiangyu, Huanhuan Li, Shan Jiang, Fei Peng, and Zhongxin Lin. "Group Laziness: The Effect of Social Loafing on Group Performance." Social Behavior and Personality: an international journal 42, no. 3 (2014): 465–71. http://dx.doi.org/10.2224/sbp.2014.42.3.465.

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Social loafing has been defined as a phenomenon in which people exhibit a sizable decrease in individual effort when performing in groups as compared to when they perform alone, and has been regarded as a state variable. In this study, we instead conceptualized social loafing as a habitual response, given that many people have been found to be susceptible to social loafing in group tasks. We developed the self-reported Social Loafing Tendency Questionnaire (SLTQ) to measure individual variations in social loafing. In Study 1, the reliability and validity of the SLTQ were established in a sampl

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43

Mogla, Monika, and Fulbag Singh. "Performance Comparison of Group vis-à-vis Non-Group Mergers." Vision: The Journal of Business Perspective 15, no. 1 (2011): 11–19. http://dx.doi.org/10.1177/097226291101500102.

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44

Littlepage, Glenn E., Louis Cowart, and Bernadette Kerr. "Relationships Between Group Environment Scales and Group Performance and Cohesion." Small Group Behavior 20, no. 1 (1989): 50–61. http://dx.doi.org/10.1177/104649648902000104.

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45

Hecht, Tracy D., Natalie J. Allen, Joy D. Klammer, and Elizabeth C. Kelly. "Group beliefs, ability, and performance: The potency of group potency." Group Dynamics: Theory, Research, and Practice 6, no. 2 (2002): 143–52. http://dx.doi.org/10.1037/1089-2699.6.2.143.

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46

Seong, Jee Young, and Jin Nam Choi. "Effects of Group-Level Fit on Group Conflict and Performance." Group & Organization Management 39, no. 2 (2014): 190–212. http://dx.doi.org/10.1177/1059601113517138.

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47

Zhou, Jian, Liyan Sun, Xianwei Zhou, and Junde Song. "High Performance Group Merging/Splitting Scheme for Group Key Management." Wireless Personal Communications 75, no. 2 (2013): 1529–45. http://dx.doi.org/10.1007/s11277-013-1436-x.

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48

Chang, Artemis, and Prashant Bordia. "A Multidimensional Approach to the Group Cohesion-Group Performance Relationship." Small Group Research 32, no. 4 (2001): 379–405. http://dx.doi.org/10.1177/104649640103200401.

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49

Webb, Noreen M., Kariane M. Nemer, Alexander W. Chizhik, and Brenda Sugrue. "Equity Issues in Collaborative Group Assessment: Group Composition and Performance." American Educational Research Journal 35, no. 4 (1998): 607–51. http://dx.doi.org/10.3102/00028312035004607.

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50

Kuhn, Deanna, Noel Capon, and Hueiyi Lai. "Talking about group (but not individual) process aids group performance." International Journal of Computer-Supported Collaborative Learning 15, no. 2 (2020): 179–92. http://dx.doi.org/10.1007/s11412-020-09321-7.

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