团队人口统计特征多元化与绩效关系的元分析

Harrison和Klein (2007)将团队人口统计特征多元化划分为分离、多样和不平等三种类型。借鉴这一分类, 运用元分析的方法检验了不同类型的团队人口统计特征多元化对团队绩效的影响, 以解释以往多元化研究结论不一致的原因。基于中外137篇论文(345个效应值, 79639个团队)的元分析结果显示, 多样型多元化对团队绩效有正向影响, 而分离型多元化和不平等型多元化对团队绩效的主效应并不显著。调节效应检验显示, 团队人口统计特征多元化与不同类型绩效的关系存在显著差异, 且团队人口统计特征多元化与绩效的关系在不同国家地域和不同类型团队中也存在显著差异。研究结果有助于跨国企业和中国本土企业通过合理的多元化管理来提升团队和企业绩效。     

Improving Task Performance: The Relationship Between Morningness and Proactive Thinking1

Proactivity and morningness have been variables of considerable study. Although many studies have examined the impact of either proactivity or morningness on performance, none have examined the impact of both concurrently. This study examines the relationship between proactivity and morningness empirically, as well as their impact on task performance. Using a pre‐/post‐test design, 189 students received training in proactive thinking. The training was conducted at two different times of day. The results indicate that proactivity and morningness both accounted for a significant portion of the variance in task performance. Also, the training was more effective when conducted at a time consistent with participants' time‐of‐day preferences.     

Reflection Toward Creativity: Team Reflexivity as a Linking Mechanism Between Team Goal Orientation and Team Creative Performance

Purpose

This study aims at testing the mediating role of team reflexivity in the relationships between team learning, performance-prove, and performance-avoid goal orientations and team creative performance and assessing the relative importance of the three types of team goal orientation in team reflexivity and creative performance.

Methodology

We conducted Study 1 on 68 student teams by using a two-wave time-lagged design. In Study 2, we carried out a cross-sectional field study on 108 intact work teams in diverse Korean companies.

Findings

Team learning goal orientation was significantly associated with team creative performance. While team learning and performance-prove goal orientations were equally influential in predicting team reflexivity, team performance-avoid goal orientation had no relationship with team reflexivity and creative performance. Team reflexivity mediated the relationships between team learning and performance-prove goal orientations and team creative performance.

Implications

By revealing that team learning and performance-prove goal orientations can contribute to team creative performance through the facilitation of team reflective process, this study provides practitioners with insight into critical antecedents and team process that are conducive to the creative performance of work teams.

Originality/Value

This is one of the first studies to explore a mediating mechanism between team goal orientation and creative performance. This study attends to the role of team reflexivity as a key team-regulatory process that underlies the relationship between team goal orientation and team performance. Furthermore, the use of multiple studies in different contexts strengthens the robustness of the study findings.

     

Cohesiveness and Performance on an Additive Task: Evidence for Multidimensionality

Abstract

This experiment contrasted two predictions regarding the effects of two types of cohesiveness on the performance of American students. Task-based cohesion and interpersonal cohesion were manipulated independently. Results show that high task cohesion facilitated performance, whereas interpersonal attraction had no apparent effect on production. Increases in interpersonal cohesion did, however, result in higher task commitment and more frequent interactions among group members. A path analysis suggested that potentially beneficial effects on production of increasing task commitment were obviated by the increased conversation also resulting from interpersonal cohesion. These data suggest that cohesiveness should be conceptualized as a multidimensional rather than as a unitary variable.     

Bouncing Back from Setbacks: On the Mediating Role of Team Resilience in the Relationship Between Transformational Leadership and Team Effectiveness

The purpose of this study was to clarify the role of team resilience on different facets of effectiveness (team viability and quality of the group experience). Moreover, given the importance of team resilience for the organizational context, it was also our aim to contribute to the study of the conditions that promote team resilience, analyzing the role of transformational leadership. Finally, we examined whether the relationship between transformational leadership and team resilience stimulates positive team outcomes. Ninety teams (445 employees from 40 companies) were surveyed and path analysis was used in the test of the hypotheses. The results showed a positive direct effect of team resilience on both team viability and the quality of the group experience. Moreover, a positive relationship was also identified between transformational leadership and team resilience. Finally, support was found for the mediated effect of team resilience on the relationship between transformational leadership and the dimensions of team effectiveness considered. The findings of this study highlight the role of team resilience as an intervening process between transformational leadership and team effectiveness. Supervisors should promote team resilience, adopting transformational leadership behaviors, in order to contribute to increase team viability and the quality of the group experience.     

Examining Project Commitment in Cross-Functional Teams: Antecedents and Relationship with Team Performance

Purpose

The purpose of this study was to test a model positing both antecedents and consequences of project commitment for members of cross-functional teams. Signaling theory and previous research guided study hypotheses.

Design/Methodology/Approach

We collected primary data from 142 team members and 31 team leaders across 24 cross-functional product development teams nested within six manufacturing organizations in the US and Canada.

Findings

Findings suggest that project commitment among team members is an important driver of team performance as rated by the team leader. In addition, several factors contribute toward shaping project commitment among cross-functional team members, including team leaders’ encouragement of self-expectation, as well as team members’ perceptions of an organization’s support for the team project.

Implications

Cross-functional teams are often charged with completing projects critical to the profitability, growth, and even survival of a firm. Especially as we show that members’ project commitment is a meaningful predictor of team performance, managers may draw insight from study results as to what actions may be taken to promote the development of this important psychological state among members of cross-functional teams.

Originality/Value

Use of cross-functional teams for accomplishing a wide variety of firm objectives is becoming commonplace in organizations. Although theorized as an important construct in cross-functional team settings, empirical examinations of the nature and implications of project commitment have been limited. By examining both antecedents and potential team performance consequences of project commitment in multiple organizations, we contribute toward filling this gap.     

The Relationship Between Leadership Behaviors and Group Cohesion in Team Sports

The relationship between leadership behaviors and team cohesion among baseball and softball players at two school levels was analyzed in relation to predictions based on Chelladurai and Carron's (1978) Multidimensional Model of Leadership (MML). Athletes (n = 307) completed the perceived and preferred versions of the Leadership Scale for Sports (LSS) and the Group Environment Questionnaire (GEQ). Athletes' coaches (n = 23) completed the self-perceived version of the LSS. Task and social cohesion were assessed in relation to the scales of the three individual versions of the LSS and in relation to two types of discrepancy scores: value and perceptual. Although the concept of discrepancy is prominent in MML theory, the perceptual discrepancy score represents an innovation. Results indicated that, in general, team cohesion was most strongly related to the perceived LSS version and the perceptual discrepancy scores.     

Explaining the Weak Relationship Between Job Performance and Ratings of Job Performance

Ratings of job performance are widely viewed as poor measures of job performance. Three models of the performance–performance rating relationship offer very different explanations and solutions for this seemingly weak relationship. One-factor models suggest that measurement error is the main difference between performance and performance ratings and they offer a simple solution—that is, the correction for attenuation. Multifactor models suggest that the effects of job performance on performance ratings are often masked by a range of systematic nonperformance factors that also influence these ratings. These models suggest isolating and dampening the effects of these nonperformance factors. Mediated models suggest that intentional distortions are a key reason that ratings often fail to reflect ratee performance. These models suggest that raters must be given both the tools and the incentive to perform well as measurement instruments and that systematic efforts to remove the negative consequences of giving honest performance ratings are needed if we hope to use performance ratings as serious measures of job performance.     

Commentary: Using Potential Outcomes to Understand Causal Mediation Analysis

In this commentary, we demonstrate how the potential outcomes framework can help understand the key identification assumptions underlying causal mediation analysis. We show that this framework can lead to the development of alternative research design and statistical analysis strategies applicable to the longitudinal data settings considered by Maxwell, Cole, and Mitchell (2011).     

Getting Closer to the Action: Using the Virtual Enactment Method to Understand Burglary

In this article we describe a new method, the Virtual Enactment Method (VEM), to enhance offender recall and motivation to disclose information by having burglars reflect on their experience while committing a crime in a simulated virtual environment. Participants, a sample of 61 incarcerated burglars, ‘thought aloud’ whilst undertaking a virtual burglary. Following the ‘virtual’ burglary, emerging themes were expanded upon in an interview. We show that the simulated environment effectively reinstates the criminogenic event, increases engagement, enhances recall, and encourages participants to talk more openly about their experiences, skills and knowledge.     

Nonequivalent Associations Between Forms of Cohesiveness and Group-Related Outcomes: Evidence for Multidimensionality

Abstract

This study contrasted different forms of group cohesiveness in a student military organization. A questionnaire assessing task cohesion, interpersonal cohesion, role uncertainty, and group performance processes was administered to members of nine large-scale cadet squadrons in the United States. Two behavioral outcomes, individual performance and absenteeism, were also assessed. Individual correlations adjusted for group-level effects indicated that task cohesiveness was more strongly associated with lower role uncertainty, higher individual performance, and lower absenteeism than was interpersonal cohesiveness. These analyses also showed equally strong associations between group performance processes and both forms of cohesion. Taken together, the data provide evidence for a multidimensional rather than a unitary perspective of group cohesiveness.     

The Effects of Task and Interpersonal Cohesiveness on Performance of a Disjunctive Group Task1

This experiment examined the effects of two different types of group cohesiveness on performance of a disjunctive task. Both interpersonal and task cohesiveness were varied independently. Results show that high levels of both types of cohesiveness were necessary for success on a task requiring group interaction. Groups high on one type of cohesiveness but low on another performed no better than groups low on both types of cohesiveness. These results suggest that cohesiveness should be conceptualized as a multidimensional rather than as a unitary variable. It is also suggested that the effects noted in the present study may well vary according to task characteristics.     

Using a Computational Model to Understand Possible Sources of Skews in Distributions of Job Performance

The typical assumption that performance is distributed normally has come under question in recent years (e.g., O'Boyle & Aguinis, 2012). This paper uses a dynamic, computational model of performance‐as‐results to examine possible sources of such distributions. That is, building off the classic model of job performance (Campbell & Pritchard, 1976), components of a dynamic model are examined in 4 separate experiments using Monte Carlo simulations. The experiments indicate that positively skewed distributions can arise from pure luck, multiplicative combinations of factors where 1 of those factors has a zero origin, Matthew effects associated with learning, and feedback effects of performance on resource allocation policies by external agents. The results are discussed in terms of explanations for positively skewed performance distributions and the use and expansion of the computational model for examining dynamic performance more generally.     

情绪智力与工作绩效的关系

大量研究证实, 情绪智力能够正向预测工作绩效, 二者关系会受到中介与调节变量的影响。现有研究存在一些问题和不足, 原因在于不同理论模型的分歧与对立、测验工具存在问题和研究没有深入到维度水平等。未来研究应该致力于理论模型的整合、新的测验工具的编制、中介与调节变量的考察、深入到维度水平考察情绪智力与工作绩效的关系。     

The Relationship Between Typical and Maximum Performance: A Meta-Analytic Examination

This study's purpose was to meta-analytically estimate the magnitude of the relationship between typical and maximum job performance to determine if this distinction deserves greater attention. We also tested several moderators including three associated with the temporal boundaries of this relationship and examined theoretical antecedents of typical and maximum performance (ability, motivation, and personality). This meta-analysis revealed a moderate typical–maximum performance association (ρ = .42), suggesting that a meaningful distinction does exist. Although the examined temporal moderators did not meaningfully affect the typical–maximum performance relationship, task complexity, type of performance measure, and study setting were significant moderators. Antecedent analyses confirmed that both ability and Openness to Experience are more strongly related to maximum than typical performance. The implications of these findings are discussed.     

管理胜任特征与工作绩效关系研究

本研究以情景评价为基础,对管理胜任特征与工作绩效间的关系进行了探讨。结果表明：管理胜任特征在职位层次和性别上存在显著差异;管理胜任特征指标对工作绩效维度的预测效应不同,关系胜任特征是人际促进和工作奉献的有效预测指标,问题解决特征主要对任务绩效和人际促进有预测力．而诚信责任特征则更多的影响管理者的工作奉献。研究为理解管理胜任特征与绩效间的关系提供了实证支持。     

人格特质与行为绩效关系研究

人格特质理论产生的目的就是要找到行为产生的根源,并用于解释和预测人的行为。这就注定了人格特质理论在解释和预测人的行为绩效以及人才选拔中的影响力。但许多研究结果表明,人格特质与行为绩效的相关系数并不是很高(0．15——0．25)。这与特质理论所持假设的片面及其在测验上存在的问题有关。     

Prior Performance and Goal Progress as Moderators of the Relationship Between Self-Efficacy and Performance

Over the last several years, the conventional view of self-efficacy as a positive influence on performance has been called into question. Researchers have identified a negative relationship between self-efficacy and performance when examined via within-person analyses, even in the presence of large positive between-person relationships. The current study proposes that the within-person relationship between self-efficacy and subsequent performance is moderated by one's degree of prior success or failure. Using a multitrial task, support was found for the proposed model. Following poor or substandard performances, self-efficacy was positively related to subsequent performance. However, following more successful prior performances, self-efficacy was negatively related to subsequent performance. Implications of these findings for theory and research on work motivation are discussed.