When beliefs are not enough: Examining the interaction of diversity faultlines,task motivation,and diversity beliefs on team performance

Diversity faultline strength – the extent to which diversity attributes within a group converge in such a way that they split a group into homogeneous subgroups – can decrease group performance. Based on the categorization–elaboration model (CEM) of workgroup diversity, we assumed that task motivation can overcome the detrimental effects of faultlines. We further assumed that this effect is contingent on the groups' diversity beliefs and that it is mediated by the elaboration of task-relevant information. Forty-three student groups worked on a computer-simulated complex problem solving scenario. The group faultline strength was calculated over the attributes gender, age and educational background. Information elaboration was elicited by means of behavioural coding. Results revealed a three-way interaction of faultline strength, diversity beliefs and task motivation: groups overcame the detrimental effects of faultlines only if they exhibited pro-diversity beliefs and high task motivation. The three-way interaction of faultline strength, diversity beliefs and task motivation was partly mediated by information elaboration. Practical and theoretic implications are discussed.     

Decision performance and diversity structure: Comparing faultlines in convergent,crosscut, and racially homogeneous groups

Group diversity structure (the composition of racial and job-function diversity) and pre-discussion decision effects on group decision accuracy were tested in three-person groups. Evidence supported the social categorization model and the notion of multiple faultlines (i.e., subgroup boundaries). Crosscut diversity structure, where racial and job-function subgroup boundaries are crossed, weakened faultlines, enhanced information sharing and improved decision-making. Our data also supported the common knowledge effect. Groups in which members made pre-discussion choices arrived at incorrect decisions consistent with majority members’ pre-discussion preferences, based on a biased subset of information. Crosscut groups in which members did not make pre-discussion choices performed the best. Analyses of video taped interactions and attitudes toward the group help to explain these differences. We discuss the implications for managing demographically diverse groups and for future research on the impact of various attributes of diversity in groups.     

Bridging team faultlines by combining task role assignment and goal structure strategies

This study tests whether the detrimental effects of strong diversity faultlines on team performance can be counteracted by combining 2 managerial strategies: task role crosscutting and superordinate goals. We conducted a 2 (crosscut vs. aligned roles) × 2 (superordinate vs. subgroup goals) experimental study. Seventy-two 4-person teams with faultlines stemming from gender and educational major performed a complex decision-making task. The results show that teams with crosscut roles perform better when they are assigned a superordinate goal than a subgroup goal, whereas teams with aligned roles are not affected by goal manipulations. This effect is mediated by elaboration of task-relevant information. Implications for theory and management of team faultlines are discussed.     

Collective efficacy beliefs in student work teams: Relation to self-efficacy, cohesion, and performance

A measure of collective efficacy was developed and administered to undergraduates working in project teams in engineering courses. Findings in each of two samples revealed that the measure contained a single factor and was related to ratings of team cohesion and personal efficacy. Collective efficacy was also found to relate to indicators of team performance at both individual and group levels of analysis. Consistent with social cognitive theory, collective efficacy was a stronger predictor of team performance than team members’ perceptions of their self-efficacy. We consider the implications of these findings for further research, theory, and practice on team functioning within occupational and educational settings.     

The effects of alignments: examining group faultlines, organizational cultures, and performance

By integrating literature on group faultlines, organizational cultures, and value congruence, this research presents a framework that explains how cultural alignment across organizational levels may influence the relationship between faultlines and performance. The hypotheses were tested using representatively sampled multisource qualitative and quantitative data on 138 teams from a Fortune 500 company. The present findings demonstrate that although informational faultlines were detrimental for group performance, the negative relationship between faultlines and performance was reversed when cultures with a strong emphasis on results were aligned, was lessened when cultures with a weak emphasis on results were aligned, and remained negative when cultures were misaligned with respect to their results orientation. These findings show the importance of recognizing alignments not only within groups (group faultlines) but also outside groups (cultural alignments between the group and departments) when considering their implications for group performance.     

The relationship between relational models and individualism and collectivism: evidence from culturally diverse work groups

Relational models theory (Fiske, 1991 ) proposes that all thinking about social relationships is based on four elementary mental models: communal sharing, authority ranking, equality matching, and market pricing. Triandis and his colleagues (e.g., Triandis, Kurowski, & Gelfand, 1994 ) have suggested a relationship between the constructs of horizontal and vertical individualism and collectivism and Fiske's relational models. However, no previous research has examined this proposed relationship empirically. The objective of the current study was to test the association between the two frameworks in order to further our understanding of why members of culturally diverse groups may prefer different relational models in interactions with other group members. Findings from this study support a relationship between Triandis' constructs and Fiske's four relational models and uphold Fiske's ( 1991 ) claim that the use of the relational models is culturally dependent. As hypothesized, horizontal collectivism was associated with a preference for equality matching and communal sharing, vertical individualism was related to a preference for authority ranking, and vertical collectivism was related to a preference for authority ranking and communal sharing. However, contrary to expectations, horizontal individualism was not related to a preference for equality matching and market pricing, and vertical individualism was not associated with market pricing. By showing that there is a relationship between Triandis' and Fiske's frameworks, this study closes a gap in relational models theory, namely how culture relates to people's preferences for relational models. Thus, the findings from this study will enable future researchers to explain and predict what relational models are likely to be used in a certain cultural context.     

Stereotype-based faultlines and out-group derogation in diverse teams: The moderating roles of task stereotypicality and need for cognition

Alignment of individuals on more than one diversity attribute (i.e., faultlines) may lead to intergroup biases in teams, disrupting the efficiency expectancies. Research has yet to examine if this can be a consequence of a stereotypical consistency between social and information attributes of diversity. The present study tests the hypothesis that, in a team with a stereotype-based faultline (a stereotypical consistency between gender and skills), there is increased out-group derogation compared to a team with a stereotype-inconsistent faultline. Furthermore, the study proposes that tasks can activate stereotypes, and the need for cognition dictates whether stereotypes are applied. The findings confirm the hypothesis and additionally provide evidence that tasks that activate gender stereotypes emphasize out-group derogation, especially for team members with low need for cognition.     

Career exploration: Work-role salience,work preferences,beliefs, and behavior

Career exploration was investigated in two studies, each using a longitudinal design. Relationships were observed among work-role salience, work preferences, beliefs about exploration, and exploratory behaviors that suggest career exploration is as much a motivational process as a behavioral one. In Study 1, work-role salience, and to a lesser extent work preferences, was significantly related to beliefs in the instrumentality of exploration and the importance of obtaining one's preferred position. In Study 2, exploration instrumentalities and the importance of obtaining one's preferred position were significantly related to exploratory behavior and the amount of information obtained. Gender was also related to beliefs regarding the instrumentality of exploration, with women indicating greater search instrumentality than men.     

The Protestant work ethic-conservatism paradox: beliefs and values in work and life

Consistent with the view that work and other life domains are linked via a persons's overall value orientation, previous research has found that the Protestant work ethic (PWE) is positively associated with conservatism. A conceptual paradox in this relationship emerges from Weber's (1930) treatment of the PWE and the spirit of capitalism. An attempt is made to resolve the paradox by exploring the moderating effect of economic sector membership on the PWE-conservatism relationship. In the questionnaire responses of 155 graduate and undergraduate students, economic sector did not significantly moderate the PWE-conservatism relationship. Particular relationships among PWE, conservatism, religiousness, preferences for work outcomes, and terminal values also were examined. Results indicate a need to assess the field's seemingly sole reliance on the PWE construct to study work beliefs and values.     

When values (do not) converge: Cultural diversity and value convergence in work groups

Culturally diverse work groups do not always reach their full potential compared with less diverse groups. As shared values facilitate group functioning, we examined whether constructing shared values among group members is constrained by high degrees of cultural diversity. Following 33 real‐life work groups, we investigated how members influenced each other's achievement and relational values over time. Although low and high diversity groups did not differ in initial value similarity between members, they differed in the process of value convergence. In low diversity groups, members developed shared values by influencing each other's values towards consensus. In high diversity groups, however, members did not influence each other's values towards consensus. Low diversity groups also performed better than high diversity groups. These findings extend earlier findings establishing value convergence in culturally homogenous groups and reveal the distinctive processes in highly diverse groups as a focus for interventions to promote diverse group functioning. Copyright © 2014 John Wiley & Sons, Ltd.     

Leader power and leader self-serving behavior: The role of effective leadership beliefs and performance information

In this research we investigated the role played by leader power in determining leader self-serving behavior. Based on an integration of insights from research on the determinants of leader behavior and the power-approach theory, we hypothesized that with higher leader power leader self-serving behavior is determined more by internal states like effective leadership beliefs and less by external cues like performance information. We found support for this prediction across two experiments and one organizational survey assessing leader behavior along a self-serving–group-serving continuum. Overall, these results suggest that whether leaders benefit the collective or act self-servingly is not a function of their power per se but rather that leader power determines the extent to which internal belief states or external cues influence leader self- versus group-serving behavior.     

Changes across age groups in self-choice elaboration and incidental memory

This study investigated differences in the self-choice elaboration and an experimenter-provided elaboration on incidental memory of 7- to 12-yr.-olds. In a self-choice elaboration condition 34 second and 25 sixth graders were asked to choose one of the two sentence frames into which each target could fit more congruously, whereas in an experimenter-provided elaboration they were asked to judge the congruity of each target to each frame. In free recall, sixth graders recalled targets in bizarre sentence frames better than second graders for self-choice elaboration condition. An age difference was not found for the experimenter-provided elaboration. In cued recall self-choice elaboration led to better performance of sixth graders for recalling targets than an experimenter-provided elaboration in both bizarre and common sentence frames. However, the different types of elaboration did not alter the recall of second graders. These results were interpreted as showing that the effectiveness of a self-choice elaboration depends on the subjects' age and the type of sentence.     

Motivation and engagement in diverse performance settings: Testing their generality across school,university/college,work, sport,music, and daily life

In the light of recent calls for more integrative approaches to theorizing and measurement in motivation and engagement research, the present study assesses the generality of key motivation and engagement constructs across seven performance domains: elementary school (N = 624), high school (N = 21,579), university/college (N = 420), work (N = 637), music (N = 224), sport (N = 204), and daily life (N = 249). Based on domain specific adaptations of the Motivation and Engagement Scale, multi-group confirmatory factor analyses (CFAs) tested invariance across the seven domains. First and higher order multi-group CFAs demonstrated broad invariance in factor loadings (in particular), factor correlations/variances, and uniquenesses across performance domains. Taken together, the present data support the hypothesized generality of key motivation and engagement constructs. Findings hold implications for pragmatic, statistical, substantive, and intervention considerations in motivation and engagement research and also for research into cognate constructs in personality psychology more generally.     

The Protestant work ethic,religious beliefs,and homonegative attitudes

The purpose of this study was to examine the influence of the Protestant Work Ethic (PWE) on negative attitudes towards gay men and lesbian women (homonegativity). The influence of religious beliefs and the notion of homosexuality as a choice were also examined in combination with PWE in regards to homonegativity. Previous research suggested that those who subscribe to the PWE have more negative attitudes towards societal out-groups (e.g., African–Americans). Thus, it was hypothesized that those with high PWE scores would display more homonegative attitudes. A significant correlation between PWE and homonegativity supported this hypothesis. Multiple regression analyses revealed that PWE interacted with religious beliefs, and religious beliefs interacted marginally with the idea of homosexuality as a choice. Those with high religious beliefs and who strongly believed that homosexuality was a choice were more likely to have negative attitudes towards homosexuals. The implications of these findings are discussed, with particular respect to reducing homonegative attitudes.     

Cognitive effects of racial diversity: White individuals’ information processing in heterogeneous groups

Two experiments tested the hypothesis that mere anticipation of membership in a racially heterogeneous group can lead White individuals to exhibit more thorough information processing. In Study 1 White participants who expected to discuss a race-relevant topic with a racially diverse group exhibited better comprehension of topical background readings than did Whites assigned to all-White groups. Study 2 replicated these results and indicated that the processing effects were attributable in part to an increase in race-relevant thought activation among White individuals in a diverse setting. No such anticipatory effects of racial composition were observed for Whites expecting to discuss race-neutral topics. Taken together, these studies render untenable the assumption that the observable effects of racial diversity are wholly attributable to the novel contributions of non-White group members. More generally, they emphasize the need for additional empirical investigation of the cognitive processes through which racial heterogeneity influences individual and group performance.     

Improving work motivation and performance in brainstorming groups: The effects of three group goal-setting strategies

An experiment was conducted with 30 groups (n = 120) solving brainstorming tasks under four different group goal conditions: do your best (DYB), directive group goal setting (DGGS), participative group goal setting (PGGS), and PGGS in combination with individual goal setting (PGGS + IGS). As expected, all groups with specific and difficult group goals performed better than DYB control groups. It is hypothesized that these positive effects of group goal setting on brainstorming performance arise because group goal setting counteracts motivation losses such as social loafing. In addition, group goal setting should promote motivation gains arising from social compensation and related cognitive processes, in particular high identification with the group. Consistent with this hypothesis, it was found that group goal setting increased team identification, the readiness to compensate for other weak group members, the value of group success, and the value of group failure. Mediation analysis also indicated that concern to avoid group failure was partly responsible for performance improvements. Finally, no large differences were found between PGGS + IGS and PGGS or DGGS. On this basis group goal setting can be considered a robust strategy for improving work motivation and brainstorming performance in groups.     

Bridging the divide in work and organizational psychology: evidence from practice

This study explores the extent to which work and organizational (W&O) psychology practitioners use evidence, how they apply it to the everyday contexts in which they work, and the types of barriers they encounter in so doing. It adopts a mixed methods approach involving the administration of a survey to a UK sample (N = 163) of W&O psychologists and a series of semi-structured interviews (N = 25) exploring in greater depth how evidence is applied in practice. Findings reveal that practitioners consult a wide range of different types of evidence which they employ at various stages of engagement with client organizations and that this evidence is pressed into service in the pursuit of solutions which are both acceptable from the client perspective and consistent with the scientific standards underpinning professional knowledge and expertise in W&O psychology. Barriers to evidence-use were mainly practical in nature, concerning issues around managing the client–consultant relationship and the particularities of implementation context, both of which were shown to influence evidence utilization. The study contributes to current debate on the extent to which W&O psychologists adopt an evidence-based approach and provides a valuable and much called-for empirical insight into the enactment of the scientist–practitioner model in W&O psychology.