Team adaptation and postchange performance: effects of team composition in terms of members' cognitive ability and personality

The present study extended research on relationships between individual differences and individual-level adaptation (J. A. LePine. J. A. Colquitt, & A. Erez, 2000). This study focused on team-level relationships (N = 73 teams) and demonstrated that after an unforeseen change in the task context, performance was superior for teams with members who had higher cognitive ability, achievement, and openness and who had lower dependability. These relationships were mediated by a measure of role structure adaptation (i.e., the effectiveness with which teams adapted their role structure when faced with an unforeseen change in their task context). Members' individual differences did not explain variance in team performance prior to the unforeseen change in the task context. Overall, results suggest differential relationships for team composition across routine and changing task contexts.     

Diversity in goal orientation, team reflexivity, and team performance

Although recent research highlights the role of team member goal orientation in team functioning, research has neglected the effects of diversity in goal orientation. In a laboratory study with groups working on a problem-solving task, we show that diversity in learning and performance orientation are related to decreased group performance. Moreover, we find that the effect of diversity in learning orientation is mediated by group information elaboration and the effect of diversity in performance orientation by group efficiency. In addition, we demonstrate that team reflexivity can counteract the negative effects of diversity in goal orientation. These results suggest that models of goal orientation in groups should incorporate the effects of diversity in goal orientation.     

The combined effects of goal type and cognitive ability on performance

We tested the combined effects of goal type and cognitive ability on task performance using a moderately complex task. Business students (N = 105) worked on a 24 min class scheduling task. The results showed that participants with higher cognitive ability benefited more from the setting of a performance goal as opposed to a learning goal. The reverse pattern was true for participants with lower cognitive ability. Performance goals were more effective for participants with higher cognitive ability vis-à-vis those with lower cognitive ability. The correlation between goal commitment and performance was positive and significant as was the correlation between cognitive ability and performance.     

Mental fatigue influence on effort-related cardiovascular response: difficulty effects and extension across cognitive performance domains

Two experiments investigated cardiovascular effects of mental fatigue as a function of (1) the difficulty of the cognitive challenge with which participants were confronted, and (2) the relevance of that challenge to the activity that instigated the fatigue. In the first, participants performed an easy (fatigue low) or difficult (fatigue high) counting task and then were presented an arithmetic challenge (task B relevance high) or a scanning challenge (task B relevance low) with instructions that they would avoid a noise if they attained a modest performance standard. Analysis of blood pressure responses assessed during the work periods revealed fatigue main effects, reflecting stronger responses for High Fatigue participants, regardless of the character of the second task. In the second, the procedure was the same except that it included a high performance standard and provided the chance to win a prize. Analysis of the pressure data revealed fatigue x work period interactions, reflecting relatively stronger responses among High Fatigue participants in work period 1, but relatively weaker responses among these participants in work period 2. Results confirm previous findings and support an analysis of fatigue influence on effort and associated cardiovascular responses. They also argue against the idea that mental fatigue influence may be confined to relevant cognitive performance realms.

Disentangling achievement orientation and goal setting: effects on self-regulatory processes

H. Heckhausen and J. Kuhl's (1985) goal typology provided the conceptual foundation for this research, which examined the independent and integrated effects of achievement orientation and goal-setting approaches on trainees' self-regulatory activity. Using a complex computer-based simulation, the authors examined the effects of 3 training design factors--goal frame, goal content, and goal proximity--cutting across these 2 theoretical domains on the nature, focus, and quality of the self-regulatory activities of 524 trainees. Results revealed that all 3 factors had a significant influence on self-regulation, with goal content exhibiting the greatest influence. In line with expectations, congruent learning frame and content compared with congruent performance frame and content was beneficial for trainees' self-regulatory activity, incongruent combinations of goal frame and content were better than congruent performance frames and content, and effects for the incongruent combinations cutting across the domains were asymmetrical. Theoretical extensions for further disentangling these distinct domains and training design implications are discussed.     

Task difficulty, cardiovascular response, and the magnitude of goal valence

Sixty-four young women expected to perform an easy, moderately difficult, or extremely difficult memory task with the opportunity to earn a small incentive for good performance. Cardiovascular (heart rate, systolic and diastolic blood pressure) and subjective measures were taken immediately prior to task performance. Both systolic blood pressure (SBP) responses and ratings of goal attractiveness were nonmonotonically related to expected task difficulty, with the most pronounced SBP elevations and highest goal attractiveness in the moderately difficult task condition. Product-moment correlations among cardiovascular response measures revealed a strong positive association between systolic and diastolic pressure (but not heart rate) change in the easy condition, positive relationships among all measures in the moderately difficult condition, and no significant correlations in the extremely difficult condition. Subjective measures of arousal were not affected by the task difficulty manipulation. Principal findings are discussed in terms of a theoretical model proposed by Brehm (1979) that states that motivation varies as a nonmonotonic function of the difficulty of goal attainment. Intercorrelations among cardiovascular response variables are considered in terms of their possible indication of the mechanisms underlying blood pressure changes associated with variations in motivation.     

Functional versus dysfunctional team change: Problem diagnosis and structural feedback for self-managed teams

We describe and examine three changes (personnel, process, and structure) that self-managed teams can make to remedy performance problems. We also discuss why self-managed teams may over-emphasize process and (to a lesser extent) personnel changes over structural changes. Furthermore, we describe and test two specific diagnostic feedback interventions aimed at helping teams make functional structural change. Seventy-eight 4-person teams of undergraduate students participated in two trials of a networked laboratory simulation task. All teams were initially structurally misaligned and subsequently received (a) no feedback, (b) one type of feedback only, or (c) both types of feedback. Results confirmed that structurally misaligned teams demonstrated dysfunctional change by changing process more frequently than structure, with detrimental effects for subsequent performance. When teams received the feedback interventions, however, they were more likely to change their structure and thereby improve their performance.     

How to stop and change a response: the role of goal activation in multitasking

Multitasking was studied in the stop-change paradigm, in which the response for a primary GO1 task had to be stopped and replaced by a response for a secondary GO2 task on some trials. In 2 experiments, the delay between the stop signal and the change signal was manipulated to determine which task goals (GO1, GO2, or STOP) were involved in performance and to determine whether the goals were activated in series or in parallel. As the delay increased, the probability of responding on stop trials changed very little, but GO2 task reaction times decreased substantially. Such effects are consistent with both a nondeterministic serial model (in which the GO1 goal is replaced by the STOP goal, which is subsequently replaced by the GO2 goal) and a limited-capacity parallel model (in which stopping and GO2 processing occur concurrently) with a capacity-sharing proportion that resembles serial processing.     

Seeing and doing: ability to act moderates orientation effects in object perception

We investigated whether the impact of an object's orientation on a perceiver's actions (an orientation effect) is moderated by the perceiver's ability to act on the object in question. To do this, we manipulated the physical location of presented objects (Experiment 1) and the perceiver's action capacity (Experiment 2). Regardless of the physical distance of the object, manual responses were sensitive to the object's orientation (the orientation effect) when the object was within the participant's action range but not when the object was outside of the action range. These results support an embodied view of object perception and shed light on peripersonal space representation.     

A multilevel analysis of effort, practice, and performance: effects; of ability, conscientiousness, and goal orientation

This article examines the relationship between motivation and performance during skill acquisition. The authors used multilevel analysis to investigate relationships at within- and between-person levels of analysis. Participants were given multiple trials of practice on an air traffic control task. Measures of effort intensity and performance were taken at repeated intervals. As expected, the relationship between effort and performance increased with practice. Furthermore, the rate at which this effect strengthened was faster for individuals with high-ability or low-performance orientation. There was also an interaction between learning and performance orientations that only emerged after practice. By the end of practice, the negative effects of performance orientation were stronger for individuals with high learning orientation. Results highlight the importance of adopting a multilevel framework to enhance understanding of the link between motivation and performance.     

The effects of team strategic orientation on team process and information search

We tested the effects of team strategic orientation on team member perceptions, work strategy and information search. In Experiment 1, 80 teams worked on a hidden profile decision-making task. A defensive team strategic orientation increased members’ perceptions of the problem’s scope, leading to a more process-focused work strategy and broader information search compared to an offensive team strategic orientation. When teams needed critical information from the environment, defensive teams outperformed offensive teams; offensive teams performed better when critical information resided within the team. In Experiment 2, these findings were replicated with 92 teams performing a different decision task. When making a second decision, half of the teams were led to change their strategic orientation; teams shifting from offense to defense altered their information search behavior more readily than did teams shifting in the opposite direction, suggesting an asymmetric adaptation effect.     

Motivation and goal orientation in vulnerability to depression

Depression may be related to motivational systems that govern approach and avoidance behaviour such as temperament and goal orientation. Using a remitted depression design we found that previously depressed and never-depressed individuals did not differ on number of approach goals generated, degree of goal commitment or extent of planning to reach goals. However, previously depressed individuals generated more avoidance goals indicating that the tendency to set avoidance goals may be a trait-like vulnerability to depression. Previously depressed individuals also reported higher activation of the behavioural approach system (BAS) raising the possibility that this system is energising approach behaviour in the service of avoiding aversive consequences.     

Proactively performing teams: The role of work design,transformational leadership,and team composition

This study investigated the determinants of team proactive performance amongst 43 shift teams from a UK chemical processing plant. Using external ratings of team proactive performance, the study found that the most proactive teams were those with higher levels of self‐management, transformational team leaders, and a higher‐than‐average level of proactive personality. The relationship between transformational leadership and team proactive performance was mediated by favourable interpersonal norms. In addition, lower diversity of proactive personality amongst team members had an indirect association with team proactive performance via its negative effect on favourable interpersonal norms.     

Role ambiguity and self-efficacy: The moderating effects of goal orientation and procedural justice

The present study investigated variables that moderated the relationship between role ambiguity and self-efficacy. Results of a field study found support for the moderating role of learning goal orientation, such that the relationship between role ambiguity and self-efficacy was weaker when learning goal orientation was high. In addition, we found that procedural justice moderated the role ambiguity—self-efficacy relationship, such that the relationship was stronger when procedural justice was high. However, contrary to our prediction, avoiding goal orientation did not interact with role ambiguity to predict self-efficacy. Implications of these findings for theory and practice are discussed.     

Effects of age and ability on components of cognitive change

Prior experience with a cognitive task is often associated with higher performance on a second assessment, and these experience effects can complicate the interpretation of cognitive change. The current study was designed to investigate experience effects by obtaining measures of cognitive performance separated by days and by years. The analyses were based on data from 2017 adults with two longitudinal occasions, of whom 948 had also completed a third occasion, with each occasion consisting of three parallel versions of the tests on separate sessions. Change across short intervals was typically positive, and greater among older adults and adults with low levels of cognitive ability, whereas change over intervals of approximately three years was often negative, particularly at older ages. In contrast to the expectation that change over short intervals might be informative about change over longer intervals, relations between short-term change and long-term change were negative, as the individuals who gained the most with assessments separated by days tended to experience the greatest losses across assessments separated by years.     

Educational attainment as a proxy for cognitive ability in selection: effects on levels of cognitive ability and adverse impact

The authors examined the differences in mean level of cognitive ability and adverse impact that can be expected when selecting employees solely on educational attainment as a proxy for cognitive ability versus selecting employees directly on cognitive ability. Selection using cognitive ability worked as a more efficient cognitive screen. Imposing an educational attainment standard of at least 1 year of college, though, did result in noticeably higher levels of cognitive ability in potential applicant pools than did random selection, meaning that educational attainment does work as a cognitive screen. These results held not only in a nationally representative sample but also within and across 6 different occupational groups. Finally, adverse impact is examined for selection using educational attainment, compared with selection on the basis of cognitive ability.     

Interpersonal aggression and team effectiveness: The mediating role of team goal commitment

This study examines the detrimental effect that interpersonal aggressive behaviours may have on two dimensions of team effectiveness, namely team performance and team viability. Moreover, this study investigates the mediating role of team goal commitment in these relationships. Data were collected from 97 work teams (341 members and 97 immediate supervisors) working in a public safety organization. The results indicate that interpersonal aggression is negatively related to team performance and team viability. The results also show that team goal commitment exercises a complete mediating role with regard to these relationships. Overall, this study highlights potential negative consequences of interpersonal aggression at the team level.     

An interactive approach to work motivation: The effects of competition,rewards, and goal difficulty on task performance

This study examined the interactive effects of competition, rewards, and goal difficulty on task performance and goal commitment. Students were assigned to one of eight experimental conditions and participated in a computerized anagram solution task. Rewards significantly increased performance, especially along with difficult goals. Competition was not found to have an effect on goal commitment or task performance, and goal difficulty increased performance although the results did not reach statistical significance. Goal commitment was shown to have a direct effect on task performance as opposed to a moderating role in the goal level-task performance relationship. A discussion of the findings and suggestions for further research are included.DePaul University     

The effects of cognitive style and media richness on commitment to telework and virtual teams

Telework (also known as telecommuting) and virtual teams (also known as virtual collaboration) are seen as strategic organizational innovations with potential benefits to individuals, business, and society. Despite the rapid growth of telework and virtual team innovations, very little empirical research has investigated factors associated with their success. Thus, practitioners can only speculate why they succeed or fail. This empirical study investigated telework and virtual team innovations drawing upon commitment, information richness, and cognitive style (mental self-government) theory. Results indicate that certain combinations of cognitive styles and media contribute to commitment to the telework function and to virtual teams. Consequently, specific recommendations are made for teleworker selection, development, and for the design of the telework environment.