Composition and compensation: The moderating effect of individual and team performance on the relationship between Black team member representation and salary.

2019 ◽  
Vol 104 (3) ◽  
pp. 448-463 ◽  
Author(s):  
Erika V. Hall ◽  
Derek R. Avery ◽  
Patrick F. McKay ◽  
Jalen F. Blot ◽  
Marjani Edwards
Keyword(s):  
Team Performance ◽  
Team Member ◽  
Moderating Effect ◽  
The Relationship

scholarly journals Relationships of role differentiation, cohesion, team member satisfaction and perceived group performance

2016 ◽  
Vol 29 (1) ◽  
pp. 1-25
Author(s):  
JungIn Lim ◽  
Suran Lee ◽  
Jaehyun Shin ◽  
InJo Park ◽  
YoungWoo Sohn
Keyword(s):  
Structural Equation ◽  
Team Member ◽  
Group Performance ◽  
Moderating Effect ◽  
Equation Modeling ◽  
Role Differentiation ◽  
Initiating Structure ◽  
Team Member Satisfaction ◽  
Member Satisfaction ◽  
The Relationship

The purpose of the present research was to investigate the structural relationships of role differentiation, cohesion, team member satisfaction, and perceived group performance and to examine the moderating effects of barrack’s structure and squad leader’s initiating structure in these relationships. A total of 924 ROK Army soldiers participated in this research and data were collected through survey. Results of the structural equation modeling analysis showed that role differentiation was positively related to cohesion, team member satisfaction, and perceived group performance, respectively. Also, cohesion mediated the relationships between role differentiation and team member satisfaction as well as between role differentiation and perceived group performance. The moderating effect of barrack’s structure in the relationship between role differentiation and team member satisfaction was significant, suggesting that team member satisfaction was higher in the hierarchical barrack than in the horizontal barrack when soldiers perceived that the role differentiation was high. The moderating effect of squad leader’s initiating structure in the relationship between role differentiation and perceived group performance was also significant, suggesting that the relationship between role differentiation and perceived group performance was stronger when squad leader’s initiating structure was high than low. Lastly, the results, implications, and limitations of this research were discussed.

Leading Teams to Optimize Performance

2019 ◽  
pp. 383-402
Author(s):  
Lissa V. Young
Keyword(s):  
Team Performance ◽  
Team Member ◽  
Skill Development ◽  
Individual Performance ◽  
Organizational Life ◽  
Critical Aspect ◽  
Team Processes ◽  
Team Members ◽  
Team Structure ◽  
The Relationship

Teams are a critical aspect of organizational life and understanding the taxonomy and processes extant in team life is a critical first step in learning how to optimize team and individual performance. This chapter examines key components of both team structure and team processes that form the fundamental underpinnings of team performance. Once leaders understand these constructs and the role they play in team performance, leaders can devise interventions to build better teams. The best teams produce the best team performances and contribute to enhancing the skill development of each individual team member. The relationship between the team and its members is symbiotic. Given this, a leader has the potential to impact the development of teams and individual team members simultaneously.

Examining Communication as Information Exchange as a Predictor of Task Cohesion in Sport Teams

2018 ◽  
Vol 11 (2) ◽  
pp. 149-162 ◽  
Author(s):  
Colin D. McLaren ◽  
Kevin S. Spink
Keyword(s):  
Team Performance ◽  
Information Exchange ◽  
Team Member ◽  
Past Research ◽  
Hierarchical Regression ◽  
Semipartial Correlation ◽  
Sport Teams ◽  
Task Cohesion ◽  
The Relationship ◽  
Social Property

Past research in sport has identified a relationship between communication as a social property (i.e., acceptance, distinctiveness, positive conflict, and negative conflict) and task cohesion. Operationalizing communication in this manner is viewing the construct through a social lens. Given that forming task-cohesion perceptions also might be linked to how members exchange information, examining the relationship between communication as information exchange and cohesion appears worthwhile. Results from a hierarchical regression (N = 176) revealed that team member communication as both a social property and information exchange positively predicted perceived task cohesion while controlling for team performance (). Relevant to the study purpose, it was found that communication as information exchange not only contributed unique variance to task cohesion after controlling for communication as a social property and team performance, β = 0.32, sr (semipartial correlation) = .24, but also resulted in a reallocation in variance from the previously significant communication social properties predicting task cohesion.

scholarly journals Moderating Effect of Employee Engagement on the Relationship between Personality Traits and Team Performance: A Study of Employees in Private Colleges in Oman

2020 ◽  
Vol 15 (3) ◽  
pp. 67
Author(s):  
Ms. Faiza Amir ◽  
Zaheer Ahmed Khan
Keyword(s):  
Personality Traits ◽  
Employee Engagement ◽  
Team Performance ◽  
Private Colleges ◽  
Factor Model ◽  
Five Factor Model ◽  
Openness To Experience ◽  
Moderating Effect ◽  
The Impact ◽  
The Relationship

This study examines the impact of the five-factor model of personality on team performance of teaching and administration staff in private colleges in Oman. The five-factor model consists of extroversion, agreeableness, conscientiousness, openness to experience and neuroticism. A field study had been conducted using a sample size of 130 employees in private colleges in Oman. Data was collected through a 36-item questionnaire through convenience sampling. As anticipated, the results are consistent with many previous searches presenting the relationship between agreeableness, conscientiousness, extroversion, and openness to experience on team performance is positive and significant while neuroticism has a negative relationship with team performance. Employee engagement does moderate the relationship between extroversion, agreeableness, conscientiousness, neuroticism and team performance. Employee engagement has a minor moderating effect on the relationship between openness to experience and team performance. The study has enlightened the reality of the relationship between personality traits and team performance with a clear understanding of the academic administration of colleges in Oman. Therefore, organizations should consider the personality traits of employees to improve the overall performance of teams. The sampling from a similar type of organization and exclusion of some of the contextual variables are limitations of this study that hinder generalization to other industries and contexts. This research recommends to include other variables such as gender difference and organizational culture through a cluster of organizations with a large sample that may add more to the validity of results for generalization.

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