知识员工团队工作自主性与效能的关系研究

团队日益成为新经济时代背景下知识员工工作的主要方式。追求工作自主性同时也被认为是知识员工的核心特征之一。对杭州地区13家企业的35个工作团队的调查发现,工作自主性是一个二阶单因素结构,包含三个子维度:方法、进度和标准的自主性。回归分析显示:领导者信任在知识员工团队工作自主性与团队激励间起正向调节作用;反馈在团队激励与团队工作绩效及满意感间起负向调节作用。     

RELATIONS BETWEEN WORK TEAM CHARACTERISTICS AND EFFECTIVENESS: A REPLICATION AND EXTENSION

Previous research has demonstrated that work team characteristics can be related to effectiveness (Campion, Medsker, & Higgs, 1993). This study provides a replication with professional knowledge worker jobs, different measures of effectiveness, and work units that varied in the degree to which members identified as a team. Data were collected from 357 employees, 93 managers, and archival records for 60 teams in a financial services organization. Team characteristics were measured with questionnaires completed by employees and managers. Effectiveness measures included immediate manager judgments at two points in time, senior and peer manager judgments, employee judgments, and archival records of employee satisfaction and performance appraisals. Results were similar to previous findings in that most team characteristics were related to most effectiveness criteria. Relationships were strongest for process characteristics, followed by job design, context, interdependence, and other characteristics. Further, work units higher on single-team identity were higher on many team characteristics and effectiveness measures.     

A MULTILEVEL INVESTIGATION OF LEADER– MEMBER EXCHANGE,INFORMAL LEADER EMERGENCE,AND INDIVIDUAL AND TEAM PERFORMANCE

This study examines the antecedents and outcomes of informal leader emergence in work teams. Drawing upon research in vertical and shared leadership, we hypothesized that the relationship between leader‐‐member exchange (LMX) quality and employees’ emergence as informal leaders is moderated by team shared vision such that there is a positive (negative) LMX—leader emergence relationship for teams with high (low) shared vision. Informal leader emergence, in turn, was expected to relate to higher individual and team performance. Results based on multisource and multimethod data collected at 3 points in time (361 followers in 74 work teams) provided support for these hypotheses. The findings highlight the role played by formal leaders and team shared vision in jointly promoting or inhibiting informal leader emergence and thereby impacting individual performance and team effectiveness.     

From autonomy to creativity: a multilevel investigation of the mediating role of harmonious passion

Building on self-determination theory, we theorized about and demonstrated, through 2 multilevel field studies, the pivotal role of harmonious passion in translating organizational autonomy support and individual autonomy orientation into job creativity. Results based on 3-level data from 856 members in 111 teams within 23 work units of a porous metal company (Study 1) and from 525 employees in 98 teams of 18 branches of a large commercial bank (Study 2) revealed 2 major findings. First, organizational autonomy support from a higher organizational level (unit or branch) compensated for the effect of autonomy support from a lower organizational level (team) or individual autonomy orientation on employees' harmonious passion. Second, harmonious passion mediated the interactive effects of unit (branch) autonomy support and team member autonomy orientation, of team autonomy support and team member autonomy orientation, and of unit (branch) autonomy support and team autonomy support on individual creativity. We discuss the theoretical and practical implications of these findings in the organizational context.     

SELECTING INDIVIDUALS IN TEAM SETTINGS: THE IMPORTANCE OF SOCIAL SKILLS, PERSONALITY CHARACTERISTICS, AND TEAMWORK KNOWLEDGE

Although work is commonly organized around teams, there is relatively little empirical research on how to select individuals in team-based settings. The goal of this investigation was to examine whether 3 of the most commonly used selection techniques for hiring into traditional settings (a structured interview, a personality test, and a situational judgment test) would be effective for hiring into team settings. In a manufacturing organization with highly interdependent teams, we examined the relationships between social skills, several personality characteristics (Conscientiousness, Extraversion, Agreeableness, and Emotional Stability), teamwork knowledge, and contextual performance. Results indicate that each of these constructs is bivariately related to contextual performance in a team setting, with social skills, Conscientiousness, Extraversion, and teamwork knowledge incrementally predicting contextual performance (with a multiple correlation of .48). Implications of these results for selection in team and traditional settings are discussed.     

Why individuals in larger teams perform worse

Research shows that individuals in larger teams perform worse than individuals in smaller teams; however, very little field research examines why. The current study of 212 knowledge workers within 26 teams, ranging from 3 to 19 members in size, employs multi-level modeling to examine the underlying mechanisms. The current investigation expands upon Steiner’s (1972) model of individual performance in group contexts identifying one missing element of process loss, namely relational loss. Drawing from the literature on stress and coping, relational loss, a unique form of individual level process, loss occurs when an employee perceives that support is less available in the team as team size increases. In the current study, relational loss mediated the negative relationship between team size and individual performance even when controlling for extrinsic motivation and perceived coordination losses. This suggests that larger teams diminish perceptions of available support which would otherwise buffer stressful experiences and promote performance.     

Proximal Job Characteristics,Feelings of Empowerment,and Intrinsic Motivation: A Multidimensional Model1

We examined relations between job characteristics, empowerment, and intrinsic motivation among technical and telemarketing workers. Empowerment was conceptualized as a gestalt of 4 psychological dimensions: autonomy, competence, meaningfulness, and impact. It was hypothesized that the various dimensions of empowerment would mediate the relationship between job characteristics, such as feedback and autonomy support, and intrinsic motivation at work. A path analysis supported the hypothesis, revealing that different job characteristics were predictive of different aspects of empowerment, and that aspects of empowerment differentially affected intrinsic motivation. The results point to the value of considering empowerment as a multidimensional construct.     

Exploring the Effects of Job Autonomy on Engagement and Creativity: The Moderating Role of Performance Pressure and Learning Goal Orientation

Purpose

The 21st century work environment calls for team members to be more engaged in their work and exhibit more creativity in completing their job tasks. The purpose of this study was to examine whether team performance pressure and individual goal orientation would moderate the relationships between individual autonomy in teams and individual engagement and creativity.

Design/Methodology/Approach

A sample consisting of 209 team members and 45 team managers from 45 work teams in 14 companies completed survey measures. To test our hypotheses, we used multilevel modeling with random intercepts and slopes because the individual-level data were nested within the team-level data.

Findings

Hierarchical linear modeling showed that team-level performance pressure attenuated the positive relations between job autonomy and three dimensions of engagement. There were also 3-way interactions between job autonomy, psychological performance pressure, and learning goal orientation in predicting three dimensions of engagement and creativity.

Implications

This study highlights the importance of exploring the moderating effect of team-level task characteristics and individual differences on the relationships between job autonomy and individual engagement and creativity. Organizations need to carefully consider both individual learning goals and performance pressure when empowering team members with job autonomy.

Originality/Value

This is one of the first studies to explore the association between individual job autonomy in teams and individual outcomes in a contingency model. We first introduced team performance pressure as a moderator of job autonomy and examined the 3-way interaction effects of performance pressure, individual job autonomy, and learning goal orientation.

     

Motivating protégés' personal learning in teams: a multilevel investigation of autonomy support and autonomy orientation

This study examined the roles of 3 multilevel motivational predictors in protégés' personal learning in teams: an autonomy-supportive team climate, mentors' autonomy support, and protégés' autonomy orientation. The authors followed 305 protégés in 58 teams for 12 weeks and found that all 3 predictors were positively related to the protégés' personal learning in teams and that an autonomy-supportive team climate augmented the effects of mentors' autonomy support and protégés' autonomy orientation on protégés' personal learning in teams. Protégés' personal learning in teams mediated the interactive effects of an autonomy-supportive team climate with mentors' autonomy support or protégés' autonomy orientation on protégés' behavioral and attitudinal outcomes, including their organizational citizenship behaviors and job involvement. The findings of this study provide business researchers and practitioners with valuable insights into the management of autonomy.     

VOLUNTEERING FOR JOB ENRICHMENT: A TEST OF EXPECTANCY THEORY PREDICTIONS

In order to test predictions derived from an expectancy theory model developed by Lawler, measures of higher-order need satisfaction, locus of control, and intrinsic motivation were obtained from 252 female assembly line workers. Also, each employee was asked whether or not she wished to volunteer for a job enrichment project. Enriched jobs were described as having greater autonomy, variety, task identity, and feedback than typical assembly line jobs. Both locus of control and intrinsic motivation were found to serve as effective moderators of the relationship between higher-order need satisfaction and volunteering for job enrichment, in that significantly higher negative relationships were obtained for persons high in locus of control and intrinsic motivation than for persons low in these measures. These results are seen as supportive of applicable portions of Lawler's model. Also, implications of the results for placement of individuals in enriched jobs are discussed.     

Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support

Perceived job autonomy has been recognized as a central tenet of work design, leading to a range of positive outcomes. Still, scholars have rightfully questioned its predictive role for several outcomes, including turnover intention as the two have been found to be virtually unrelated. In line with calls for more complex research on the predictive role of perceived job autonomy on employee outcomes, the purpose of this study was to investigate whether the relationship between perceived job autonomy and turnover intention may be prone to contextual influences. Two cross-sectional surveys among 680 Norwegian employees from different public service organizations showed that the relationship between perceived job autonomy and turnover intention was moderated by perceived supervisor support. In support of our hypothesis, the form of the moderations revealed that perceived job autonomy was negatively related to turnover intention only for employees reporting high levels of perceived supervisor support. Implications for practice and directions for future research are discussed.     

团队沟通、工作不安全氛围对创新行为的影响:创造力自我效能感的调节作用

采用问卷调查法,以国内十三家大型企业集团75个工作团队共334名团队成员为研究对象,运用分层线性模型分析技术,探讨了团队沟通、工作不安全氛围对团队成员创新行为的影响,以及创造力自我效能感对此关系的调节作用.结果表明,团队沟通、工作不安全氛围对团队成员创新行为有倒U形的影响;创造力自我效能感调节团队沟通、工作不安全氛围与团队成员创新行为之间的关系:员工的创造力自我效能感越高,团队沟通、工作不安全氛围对团队成员创新行为的倒U形影响越小.     

ASSESSING THE INCREMENTAL VALIDITY OF TEAM CONSENSUS RATINGS OVER AGGREGATION OF INDIVIDUAL-LEVEL DATA IN PREDICTING TEAM EFFECTIVENESS

Using data collected from 98 work teams, empowerment levels were assessed based on the aggregation of individual team member ratings as well as on a team consensus approach utilized after aggregation. These 2 methods of measuring team empowerment were then compared on their ability to predict manager ratings of team effectiveness on 4 dimensions. Findings demonstrated that the consensus method of measuring team empowerment explained significantly greater variance in team effectiveness than did the aggregation method alone. We discuss implications for team research and practice based on these findings and include a discussion on when using consensus after aggregation may be most appropriate.     

Individual autonomy in work teams: The role of team autonomy,self-efficacy,and social support

Task autonomy is long recognized as a means to improve functioning of individuals and teams. Taking a multilevel approach, we unravelled the constructs of team and individual autonomy and studied the interplay between team autonomy, self-efficacy, and social support in determining individual autonomy of team members. Hierarchical regression results of a survey among 733 members of 76 health care teams showed that individual autonomy was related not only to the level of team autonomy, but also to self-efficacy and social support. Moreover, results suggested that social support moderates the extent to which team autonomy is incorporated into the individual tasks of team members. In highly autonomous teams, individuals experiencing moderate support from co-workers and supervisors reported higher individual autonomy than members experiencing either low or very high support.     

Examining antecedents and outcomes of part‐time working nurses' motives to search and not to search for a full‐time position

Grounded in self‐determination theory, this study sought to examine the antecedents and outcomes of part‐time working nurses' (n = 404) motives for searching and not searching for full‐time employment. After controlling for various background variables, autonomous motivation and economic motivation to search for a full‐time job related positively to job search intensity, controlled motivation to search related negatively to experienced positive experiences of part‐time work, whereas autonomous motivation not to search related negatively to job search intensity and positively to positive experiences from part‐time work. Finally, experienced managerial autonomy support toward part‐time work and negative feedback from colleagues regarding part‐time work were established as contextual antecedents of part‐time nurses' autonomous and controlled motives to search and not to search.     

How experienced autonomy can improve job seekers' motivation,job search,and chance of finding reemployment

Job seekers can have different motivations to search for jobs. Some search to find a better job, others because reemployment guidance stimulates them to do so. Understanding how reemployment guidance impacts these different types of job search motivation, and how these types of motivation impact job search behavior, is important in fully comprehending the reemployment process. This study examined how experienced autonomy during reemployment guidance relates to job seekers' types of motivation, how these types of motivation relate to high-quality job search behavior and, in turn, how high-quality job search behavior predicts finding reemployment. In a three-wave field study (n_T1 = 440; n_T2,T3 = 172), we assessed unemployed people's need for autonomy, experienced autonomy, job search motivation, and job search behavior quantity and quality. Unemployed participants were surveyed at the start of reemployment guidance (T1) and six weeks thereafter (T2). Their reemployment status was assessed six months later (T3). Results showed that experiencing more autonomy was directly associated with autonomous job search motivation and indirectly associated with high-quality job search behaviors and a higher chance of finding reemployment, regardless of job seekers' individual need for autonomy. Additionally, experiencing less autonomy was directly associated with amotivation, and indirectly associated with low-quality job search behaviors and a lower chance of finding reemployment. The implications of our findings for the reemployment process and for reemployment guidance are discussed.     

胜任需要挫败的“双刃剑”效应及干预策略：行为和认知神经科学视角

胜任需要挫败是指个体觉得自己很失败或者感觉不能胜任工作。随着知识经济的快速发展, 越来越多的新生代知识型员工在工作中遭受了短期或长期的胜任需要挫败。在经历胜任需要挫败后, 员工在后续的工作中会越挫越勇还是一蹶不振?如果员工会越挫越勇, 如何强化这一积极效应?如果员工会一蹶不振, 如何规避这一消极后果?已有研究无法清晰地解答这些问题。因此, 本研究基于自我决定理论, 综合运用行为实验、认知神经科学实验和现场实验的方法, 依次考察短期和长期的胜任需要挫败对后续任务自主动机的跨期影响, 进而探讨并检验组织层面的发展性反馈、自主性支持以及个体层面的成就目标导向等干预策略的有效性。研究结果拓展了胜任需要挫败和自主动机的相关研究, 有助于指导企业对员工的胜任需要挫败问题进行科学管理和干预, 有益于员工有效应对胜任需要挫败, 充分激发其自主工作动机。     

Team Autonomy, Performance, and Member Job Strain: Uncovering the Teamwork KSA Link

En raison du développement des équipes de travail dans les organisations, on souhaite obtenir des informations sur la meilleure façon de structurer les groupes pour les rendre efficients. Cette étude porte sur la relation de l'expérience de l'autonomie et du travail en équipe, des capacités et des compétences (KSAs) avec la performance du groupe et l'effort émanant de ses membres. Deux modèles ont été mis à l'épreuve à partir d'une recherche théorique et empirique continue. Des données provenant d'un échantillon de 41 équipes de production (174 participants) apportèrent des éléments en faveur du modèle de médiation selon lequel l'autonomie est associée à la perfomance et à l'effort par l'intermédiaire des KSAs. Le modèle alternatif de modération qui suppose que l'autonomie et les KSAs interagissent pour déboucher sur la performance et l'effort ne fut pas corroboré.
Given the increasing use of work teams in organizations, interest exists in identifying the best ways to design teams so that they lead to positive outcomes. This study examined how team autonomy and teamwork knowledge, skills, and abilities (KSAs) relate to team performance and member job strain. Based on extant empirical and theoretical work, two models were tested. findings from a sample of 41 production teams (174 team members) showed support for the mediation model—that autonomy is associated with performance and strain through teamwork KSAs. The alternative moderation model, suggesting that autonomy and teamwork KSAs interact in predicting performance and strain, was not supported.     

Intergroup predictors of older workers' attitudes towards work and early exit

Using self-determination theory (Deci &; Ryan, 2008) as the guiding theoretical framework, the present study tested a model that incorporates workers' perceptions of organizational support and supervisor autonomy support, global and domain specific (i.e., work) motivation, work satisfaction, and turnover intentions. The hypothesized model was tested using a sample of 735 workers (362 men and 373 women). Results revealed that work motivation was significantly related to both intraindividual (global motivation) and contextual factors (organizational support and supervisor autonomy support). In addition, perceived organizational support and work autonomous motivation were positively related to work satisfaction, whereas turnover intentions were negatively related to perceived organizational support and work autonomous motivation, and positively related to work controlled motivation. The present results underscore the importance of understanding the mechanisms through which higher turnover intentions and lower worker satisfaction take place, eventually leading to appropriate interventions.     

The role of decision influence and team performance in member self-efficacy, withdrawal, satisfaction with the leader, and willingness to return

This study examines team performance as a moderator of the relationship between decision influence and outcomes relevant to team effectiveness in hierarchical teams with distributed ex pertise. In this type of team staff members have unique roles and make recommendations to the team leader, who ultimately makes the team's final decisions. It is suggested that the positive rela tionship between decision influence and favorable outcomes (e.g., satisfaction) consistently described in the literature is dependent on team performance in this type of team. Specifically, team effec tiveness outcomes are proposed to be consistently more favorable in higher performing than in lower performing teams. Decision influence is proposed to relate positively to member satisfaction with the leader, willingness to return, and self-efficacy and to relate negatively to withdrawal in higher performing teams. The opposite pattern of relationships is expected in lower performing teams. A laboratory study was conducted with 228 undergradu ates performing a computer task as subordinates in 76 four-person teams with a confederate leader. The results generally support the hypotheses and illustrate a dilemma for leaders attempting to manage team effectiveness.