The effect of state core self-evaluations on task performance,organizational citizenship behaviour,and counterproductive work behaviour

Although the personality–performance relationship has been studied extensively, most studies focused on the relationship between between-person differences in the Big Five personality dimensions and between-person differences in job performance. The current paper extends this research in two ways. First, we build on core self-evaluations (CSEs): an alternative, broad personality dimension that has proven to be a good predictor of job performance. Second, we tested concurrent and lagged within-person relationships between CSEs and task performance, organizational citizenship behaviour (OCB), and counterproductive work behaviour (CWB). To this end, we conducted two experience sampling studies; the first one assessing the relationship between state CSEs and levels of momentary task performance and OCB, and a second study in which employees reported on their level of state CSEs and momentary CWB. Results showed that there is substantial within-person variability in CSEs and that these within-person fluctuations relate to within-person variation in task performance, OCB, and CWB towards the organization, and CWB towards the individual. Moreover, CSEs prospectively predicted within-person differences in task performance and CWB towards the organization, whereas the reversed effect did not hold. These findings tentatively suggest that state CSEs predict performance, rather than the other way around.     

Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance

This longitudinal study used data from 91 self-managed teams (456 individuals, 60 nationalities) to examine the interactive effects of a team’s task (“workflow”) network structure and its cultural diversity (as indexed by nationality) on the team’s “potency” (i.e., the team’s confidence in its ability to perform) and its performance (as rated by expert judges). We found that whereas the emergence of dense task networks enhanced team potency it was the emergence of (moderately) centralized task networks that facilitated team performance. These varied structural effects, moreover, were themselves contingent on team composition: the more culturally diverse a team, the more pronounced were the positive effects of network density on team potency and the higher the level of network centralization required for optimal team performance. The success of a team appears to hinge on the interplay between network structure and team composition.     

The power of powerless speech: The effects of speech style and task interdependence on status conferral

Two studies examine the effects of speech styles and task interdependence on status conferral judgments. In both studies, participants were exposed to an individual who used either a powerful or powerless speech style in a low or high task interdependence group, and made judgments about the amount of status to confer to the individual. When task interdependence was low, participants conferred more status to powerful speakers, whereas when interdependence was high, participants conferred more status to powerless speakers. Furthermore, Study 2 demonstrated that speech styles influenced trait inferences about the speaker (agency and communality), but these traits were weighted differently in status conferral judgments across groups. These findings provide insight into both the relationship between observed behaviors and status positions and the decision process underlying status conferral judgments.     

The impact of virtuality on team effectiveness in organizational and non-organizational teams: A meta-analysis

We meta-analytically assess the virtuality-team effectiveness relationship using 73 samples of organizational teams (5738 teams) reporting on a wide range of productive (e.g. earnings), performance (e.g. customer ratings), social (e.g. cohesion), and team member (e.g. project satisfaction) outcomes. Our results suggest that in work organizations, virtuality is not a direct input—negative or positive—to team effectiveness. In contrast, using 109 samples of non-organizational teams (5620 teams), we show that virtuality is a significant negative input to team effectiveness. We also meta-analytically assess the issue of results generalizability from non-organizational to organizational settings, and find that overall, results from non-organizational studies largely fail to generalize to organizational virtual teams. Using moderator analysis, we explore a number of study features that may explain the poor results generalizability from non-organizational to organizational studies. We find that results from non-organizational studies using undergraduate students, short team duration, and laboratory settings drive the non-generalizability effect, whereas results from non-organizational studies using graduate students, longer team duration, and classroom settings produce results comparable to those of organizational studies of virtual teams. Theoretical, methodological, and practical implications are discussed.     

The Separate, relative, and joint effects of employee job performance domains on supervisors’ willingness to mentor

The purpose of our study was to further elucidate how employees should behave at work to increase their chances of being mentored by their immediate supervisor. To that end, we experimentally tested how three domains of employee performance [task performance (TP), organizational citizenship behavior (OCB) targeting the supervisor, and counterproductive work behavior (CWB) targeting coworkers] affect supervisors’ willingness to mentor. Each performance domain affected willingness to mentor. OCB had the weakest of the three main effects. Finally, the positive effect of TP was stronger when employees displayed less CWB.     

Effects of trusting and being trusted on team citizenship behaviours in chain stores

Previous studies showed a robust and positive relationship between subordinates' trust for leaders and their individual organizational citizenship behaviours. Building on this foundation, we examined two extensions. First, based on the team citizenship behaviours approach, we studied whether the same relationship held at the group level. Second, drawing from literature on leadership and self-efficacy, we studied whether leaders' perceptions of being trusted by their subordinates mattered in this trust relationship; we also examined how this perception affected team citizenship behaviours. Results showed that subordinates' trust for leaders and team citizenship behaviours were positively related at the team level. When leaders felt more trusted, teams showed more citizenship behaviours. Beyond these main effects, leaders' felt trust was found to negatively moderate the relationship between staff trust for leaders and team citizenship behaviours. Theoretical and practical implications of this research are discussed.     

Organizational citizenship behaviour and employee's strain: Examining the buffering effects of leader support and participation in decision making

Investing in citizenship behaviours could entail personal costs for the employee. Specifically, we argue that OCB contributes to employee's strain above and beyond the impact of role conflict, role ambiguity, and role overload. To study the buffering role of leader support and participation in decision making (PDM) on this relationship, we collected data from 457 employees at various organizations at different time points from multisources. The results supported our hypotheses: Higher levels of OCB were related to higher levels of employee's strain, above and beyond the impact of role overload, role ambiguity, and role conflict; and the relationship between OCB and strain was weaker for those enjoying a high degree of leader support or PDM.     

Local/foreign status,cultural background,and organizational citizenship behaviour: A study among foreign and local workers in The Netherlands

A study in Singapore (Ang et al., 2003 Ang, S., van Dyne, L. and Begley, T. M. 2003. The employment relationship of foreign workers versus local employees: A field study of organizational justice, job satisfaction, performance, and OCB. Journal of Organizational Behavior, 24: 561–583. [Crossref], [Web of Science ®] , [Google Scholar]) found that foreign employees displayed a lower tendency to engage in Organizational Citizenship Behaviour (OCB) than their local counterparts. The explanation was that foreign employees often experience their employment relation as more disadvantageous. The present study attempted to investigate possible differences in OCB between foreign and local workers in The Netherlands. In addition, it aimed to ascertain what role the cultural dimension of “individualism–collectivism” plays in this connection. Contrasting the expectations, the foreign employees reported a higher propensity to pursue OCB than local workers. The difference in behaviour could not be explained by cultural differences. It was argued that economic and personal motives of foreign workers might have affected the self-reports of their organizational behaviour.     

Outcome interdependence shapes the effects of prevention focus on team processes and performance

Although the effects of regulatory focus on individual-level performance have often been studied, relatively little is yet known about team-level effects. Filling this void, we integrate the notion that promotion-focused individuals are concerned with progress and achievement, whereas prevention-focused individuals are concerned with security and vigilance, with the insight that team processes and performance depend on outcome interdependence (individual versus team rewards). The hypothesis that prevention-focused teams react more strongly than promotion-focused teams to differences in outcome interdependence was tested among 50 teams performing an interactive command-and-control simulation. Regulatory focus and outcome interdependence were both manipulated. The results showed that prevention-focused teams working for team rather than individual rewards reported higher work engagement and less error intolerance, coordinated more effectively, and performed better. Promotion-focused teams were not influenced by outcome interdependence. We discuss the implications of our results for theory and effective team management.     

工作狂领导对团队绩效的双刃剑作用机制

随着行业竞争压力的加剧, 工作狂领导在职场中愈发普遍。然而对于工作狂领导在组织中的有效性, 无论是在实践界还是在学术界都尚存争议。鉴于此, 本研究基于社会信息加工理论, 分析工作狂领导对团队绩效的双刃剑作用机制。通过对某物业管理服务公司进行多时点、多来源的问卷调查, 研究结果表明：一方面, 工作狂领导会提升团队工作卷入, 促进团队绩效; 另一方面, 工作狂领导也会引发团队消极情绪, 损害团队绩效表现; 团队工作重要性能有效缓解工作狂领导对团队绩效的消极作用, 同时促进其积极作用。以上研究发现有助于辨证理解工作狂领导有效性, 为组织培育管理人才提供有益借鉴。     

I'm worth more than you! Effects of reward interdependence on performance,cohesion, emotion and effort during team competition

ObjectivesTo examine the effects of reward structures on the performance of a motor task. To evaluate the effects of reward interdependence on performance, cohesion, emotion, and effort during intergroup (team) competition.DesignAn experimental design was used to compare the effects of reward interdependence (no, low, high) on performance of a strength and endurance task.MethodParticipants (N = 111) performed a 3-min handgrip task as a member of a team of four under three reward interdependence conditions (no; low, with an even split of prize money; high, with an uneven split of prize money) in head-to-head competitions against another team. Task performance was assessed using the cumulative force production total. Task-related cohesion, enjoyment, anxiety and effort were measured using self-report scales.ResultsPerformance was better with rewards than no reward, and better with high than low reward interdependence. Team cohesion was highest with low reward interdependence. Effort was greater with rewards than no reward. Anxiety and enjoyment did not vary among the reward conditions. Mediation analyses indicated that increased cohesion mediated improvements in performance from no reward to low reward interdependence conditions, and increased effort mediated improvements in performance from no reward to both low and high reward interdependence conditions.ConclusionPerformance of a simple physical task in team competition was facilitated by rewards, with optimal performance associated with unequal rewards (i.e., performance-related pay). The benefits of performing with rewards compared to no rewards were explained by increased cohesion and effort. Social interdependence theory can help explain performance of simple motor tasks during team-based competitions. The findings have implications for the pay structures adopted by sports teams.     

Harnessing members' positive mood for team-directed learning behaviour and team innovation: The moderating role of perceived team feedback

This study examines the role of individual team members' positive mood and perceived team feedback for their team-directed learning behaviour. Results obtained in a sample of 186 members from 27 work teams showed that positive mood was positively associated with team-directed learning behaviour if individual members perceived that the feedback they received was based on the performance of the team as a whole, but not if they perceived such team feedback to be lacking. Moreover, teams were found to be more innovative to the extent that their members, on average, engaged in team-directed learning behaviour to a greater extent. These results offer new insights into the micro-foundations of team learning. Our findings explicate why the contributions of individual members to their team's learning may differ and suggest that, if managed effectively, members' positive mood may be an important resource in facilitating team learning.     

团队断裂带对团队绩效的影响：团队交互记忆系统的作用

对团队构成与团队绩效关系的认识有助于充分利用团队结构优势、提高团队效能、建立竞争优势。理论界对团队断裂带与团队绩效的关系给予了极大关注, 然而遗憾的是, 研究结果还存在较大分歧。通过明确团队断裂带的属性类别, 探索团队断裂带与团队绩效之间的中介机制, 试图系统解释分歧产生的原因。基于115个实际工作团队配对样本数据的结构方程模型分析表明, 信息相关断裂带通过提高团队交互记忆系统水平促进团队绩效; 社会属性断裂带与团队交互记忆系统或团队绩效都无显著关系。本研究结果有助于深化对团队断裂带内涵及效能机制的认识, 推动团队断裂带理论的发展。     

The effects of situational goal orientation and cultural learning values on team performance and adaptation to change

In this paper, we examine the unique effects of situational goal orientation and cultural learning values on team adaptation to change and the moderating role of cultural learning values in the relationship between goal orientation and team performance and adaptation. To do this, we conducted an experiment using a 2 × 2 × 2 repeated-measures factorial design, consisting of high and low levels of learning values, situational goal orientation (i.e., learning goals and performance goals). The experimental task involved two phases: we looked at team performance in Phase 1 and team adaptation to change in Phase 2. Forty 3-person teams were randomly assigned to four experimental conditions and all teams engaged in a complex bridge-planning task. Performance was measured in terms of the quality of the planned bridge. Results showed independent effects of situational goal orientation and cultural learning values on team performance and adaptation to change. Cultural learning values also moderated the relationship between goal orientation and performance and adaptation to change. Finally, the combination of learning goals and high learning values resulted in the highest levels of initial team performance (Phase 1) and adaptation to change and improved performance (Phase 2), as compared to all other examined conditions.     

The effects of virtual nature exposure on pro-environmental behaviour

Exposure to (virtual) natural environments may encourage people to care about environmental protection and to engage in pro-environmental behaviour. Previous research on this effect produced inconsistent results, suggesting that it may depend on the type of nature and behaviour under study. In the present study (N = 266), we investigated nature exposure effects on effortful pro-environmental behaviour in an online experiment. After watching pictures of either intact or destroyed natural environments, participants could exert voluntary extra efforts to generate real donations to an environmental organisation. In comparison to the intact nature condition, participants exerted significantly more effort for environmental protection after being exposed to pictures of destroyed nature. No clear differences were observed between the nature exposure conditions and a no-picture control condition. These findings illustrate the complexity of nature exposure effects and suggest that different types of nature exposure may differentially affect people's pro-environmental behaviour.     

Getting groups to develop good strategies: Effects of reflexivity interventions on team process,team performance,and shared mental models

This study examines the effect of guided reflection on team processes and performance, based on West’s (1996, 2000) concept of reflexivity. Communicating via e-mail, 49 hierarchically structured teams (one commander and two specialists) performed seven 15 min shifts of a simulated team-based military air-surveillance task (TAST) in two meetings, a week apart. At the beginning of the second meeting, teams were assigned either to a reflexivity (individual or group) or to a control condition. Results show that reflexivity enhanced performance, the link between reflexivity and team performance being mediated by communication and implementation of strategies as well as by similarity of mental models. Contrary to expectations, individual reflexivity was superior to group reflexivity. Additional analyses suggested that group reflexivity decreased the commanders’ active behavior and increased discussion of strategies that were too general to be helpful. Results point to the usefulness of reflexivity as a generic intervention but underscore the importance of focusing on strategies that are task-specific.     

冲突对绩效的影响：个体、团队宜人性的调节作用

以往个体和团队冲突研究主要考察了个人特征或团队特征对冲突结果的影响, 而尚未充分关注冲突管理过程中个体特征与团队特征间的交互效应。基于个人-团队匹配理论, 本研究探讨了个体层面宜人性与团队层面宜人性异质性对团队中个体冲突(关系冲突、任务冲突)和工作绩效间关系的影响。基于来自64个银行服务团队(包含339名下属和64名主管)的多来源、多时点纵向数据, 本研究所得结果显示：(1)关系冲突显著负向影响工作绩效, 任务冲突对工作绩效的影响不显著。(2)个体宜人性能够显著减弱关系冲突对工作绩效的负面影响, 而增强任务冲突对工作绩效的正向影响。(3)关系/任务冲突、个体宜人性和团队宜人性异质性间存在着三重交互效应, 共同影响工作绩效。具体而言, 当团队宜人性异质性水平较低时, 个体宜人性对关系/任务冲突与工作绩效间关系的调节作用更加显著。     

Managing information overload in virtual teams: Effects of a structured online team adaptation on cognition and performance

Information overload (IO) indicates the exchange of too much low-quality information in virtual teams. When being overloaded with information, teams need to adapt and to change communication behaviour. This study introduces and tests a structured online team adaptation (STROTA) procedure that enables virtual teams to reduce IO by improving their team mental model quality. STROTA, built from team adaptation models, is a moderated intervention consisting of three stages: (1) individual situation awareness, (2) team situation awareness, and (3) plan formulation. STROTA was tested in the context of an experimental problem-solving task. Participants (N = 363) worked in virtual teams of three and were randomly assigned to one of four experimental conditions: no STROTA, incomplete STROTA (step 1, steps 1–2), and complete STROTA (steps 1–2–3). We found teams that followed a complete STROTA procedure experienced lessened IO over time. Teams with complete STROTA showed the largest development of TMM immediately after STROTA. Finally, multilevel mediation analyses showed that TMM are mediators that explain the influence of STROTA on IO.     

The influence of transformational leadership on organisational citizenship behaviour in a South African combat military unit

This study investigated perceived individual transformational leadership (TL) to influence behaviours on follower organisational citizenship behaviour (OCB) in a South African combat military unit. A sample of 300 of 567 military followers (males = 78%; black Africans = 82%) completed a survey on their perceptions of transformational leadership qualities among their leaders who were trained in TL: Idealised influence, Inspirational motivation, Intellectual stimulation and Individualised consideration. The military followers also self-reported on their own OCB: Altruism, Civic virtue, Courtesy, Sportsmanship and Conscientiousness. Data were analysed utilising regression analysis to predict military followers’ self-reported OCB from perceived TL behaviours. Findings indicated that only Individualised consideration could significantly predict the OCB dimensions of Altruism, Civic virtue, Sportsmanship and Conscientiousness, but not Courtesy.