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团队后援行为指成员间的作业互助行为,使团队能动态地调整分配资源和能力,从而提高团队绩效。文章首先介绍后援与组织公民行为、关系绩效等概念的异同。然后介绍影响后援行为的三大类因素:个体因素、团队因素、组织因素。再介绍后援行为的两种测量方法:非判断性测量和判断性测量法。最后对今后的研究提出几点启示。 相似文献
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团队异质性研究回顾与展望 总被引:10,自引:0,他引:10
从团队异质性的分类与测量、异质性的结果变量、异质性研究中的调节变量等方面阐述了团队异质性研究的成果和进展,并在此基础上讨论了未来研究的趋势和发展方向。未来的团队异质性研究需要对不同维度的异质性的交互作用进行分析;其次,异质性研究不仅要关注易观察特质的异质性,同时也需关注深层特质的异质性;最后,需要综合组织的背景,在更大的范围内研究异质性的影响 相似文献
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Perceived shared understanding in teams: The motivational effect of being ‘on the same page’
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Caroline Aubé Vincent Rousseau Sébastien Tremblay 《British journal of psychology (London, England : 1953)》2015,106(3):468-486
This study examines the role of perceived shared understanding with regard to team performance, taking into account the motivational mechanisms (i.e., group potency and team effort) involved in this relationship and the moderating role of task routineness. Using a multisource approach and a team‐level design, we collected data from 101 teams (i.e., 381 members and their 101 immediate superiors) working in a Canadian public safety organization. The results support the mediating role of group potency and team effort in the relationship between perceived shared understanding and team performance. Moreover, the results show that the relationship between team effort and team performance is moderated by task routineness, such that this relationship is stronger when task routineness is high. On the whole, the findings of this study help to better understand why and under what circumstances perceived shared understanding may enhance team performance. 相似文献
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Udo Konradt Kai-Philip Otte Michaéla C. Schippers Corinna Steenfatt 《The Journal of psychology》2016,150(2):153-174
Team reflexivity posits that the extent to which teams reflect upon and adapt their functioning is positively related to team performance. While remarkable progress has been made to provide evidence of this relationship, the underlying framework is missing elements of current theoretical streams for analyzing and describing teamwork, leaving the diversity of effects of team reflexivity often untouched. In this article, we present an update for this framework, by reviewing previous research on reflexivity, addressing gaps in the literature, and revising the original model by integrating feedback and dynamic team effectiveness frameworks for describing temporal developments of reflexivity. We furthermore propose a new dimensional structure for reflexivity, relying on prior work conceptualizing teams as information-processing systems that learn and advance through social-cognitive elements. Our model is therefore not only suitable for explaining the diverse set of relationships between team reflexivity on outcomes, but also provides valuable directions for viewing reflexivity as process that takes place during both transition and action phases of teamwork. We conclude with implications for managers, identify limitations, and propose an agenda for further research into this area. This article contributes an extended perspective relevant for further theory development and for effectively managing reflexivity in teams. 相似文献
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Bertolt Meyer Carsten C. Schermuly Simone Kauffeld 《European Journal of Work and Organizational Psychology》2016,25(1):31-49
Taking a social relations approach to team diversity, we propose that faultlines—hypothetical dividing lines that split a team into relatively homogeneous subgroups—impact the team members’ propensity to exhibit social loafing behaviour. We further propose that this individual-level reaction to the faultline structure of the team can differ among team members, depending on the size of their subgroup and on their individual social competence. We tested the assumptions with a sample of real teams working on an intellective task during which social loafing behaviour was video-coded. In partial support of the hypotheses, generalized mixed models revealed that social loafing behaviour was most common for team members who were part of a team with strong faultlines, who belonged to the larger subgroup in their team, and who exhibited low levels of social competence. The results therefore highlight the benefits of taking a multilevel approach to the effects of faultlines. 相似文献
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《Psychologie du Travail et des Organisations》2016,22(4):286-293
In this study, we investigate the mediating role of reflexivity (West, 1996) and climate to innovation (Anderson & West, 1998) between power distances and effectiveness of work teams of engineers training. Regression analysis (Baron & Kenny, 1986) reveals a total mediation of climate and a partial mediation of reflexivity. These results are discussed from a practical perspective. 相似文献
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《Psychologie du Travail et des Organisations》2016,22(4):232-241
This research studies social climate's role in the efficacy of work teams. The referential work frame is based on the concept of organizational empathy (Guédon & Bernaud, 2008), which is specifically operationalized on a tri-dimensional model basis and the perceived organizational support from Eisenberger's model (Rhoades & Eisenberger, 2002). A total of 274 employees, belonging to 3 professional groups, who worked in a nuclear power house participated in this research. Linear regression analysis’ results show a major effect of organizational empathy on the efficacy of work teams, nevertheless predictors’ hierarchy varies upon occupied professional function. 相似文献