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Sample records for employee diversity team

  1. The Employee Diversity Team Needs You! | Poster

    Science.gov (United States)

    By Andrea Frydl, Guest Writer The Employee Diversity Team (EDT) is looking for bright, talented, and committed Frederick National Laboratory for Cancer Research (FNL) employees—both government and contractor—who want to share in the team’s mission. EDT’s mission is to create opportunities, sponsor activities, and develop outreach and educational initiatives to:

  2. What Does the Employee Diversity Team Have in Store for Fall? | Poster

    Science.gov (United States)

    By Andrea Frydl, Contributing Writer Fall Activities The Employee Diversity Team (EDT) is out and about this fall, making the NCI at Frederick community aware of various cultural traditions and events around Frederick County that employees can participate in. The team is working with staff members of Native American descent to feature a display case and movie selection

  3. The Employee Diversity Team Wants to Take You around the World in Film | Poster

    Science.gov (United States)

    By Andrea Frydl, Contributing Writer The NCI at Frederick Employee Diversity Team (EDT) has prepared a new display that features a sample of the foreign films from the team’s collection in the Scientific Library. “Foreign films really help stimulate an awareness of different cultures and countries. I think it is a great celebration of diversity to have the Employee Diversity

  4. Employee Knowledge Sharing in Work Teams: Effects of Team Diversity, Emergent States, and Team Leadership

    Science.gov (United States)

    Noh, Jae Hang

    2013-01-01

    Knowledge sharing in work teams is one of the critical team processes. Without sharing of knowledge, work teams and organizations may not be able to fully utilize the diverse knowledge brought into work teams by their members. The purpose of this study was to investigate antecedents and underlying mechanisms influencing the extent to which team…

  5. The interplay of diversity training and diversity beliefs on team creativity in nationality diverse teams.

    Science.gov (United States)

    Homan, Astrid C; Buengeler, Claudia; Eckhoff, Robert A; van Ginkel, Wendy P; Voelpel, Sven C

    2015-09-01

    Attaining value from nationality diversity requires active diversity management, which organizations often employ in the form of diversity training programs. Interestingly, however, the previously reported effects of diversity training are often weak and, sometimes, even negative. This situation calls for research on the conditions under which diversity training helps or harms teams. We propose that diversity training can increase team creativity, but only for teams with less positive pretraining diversity beliefs (i.e., teams with a greater need for such training) and that are sufficiently diverse in nationality. Comparing the creativity of teams that attended nationality diversity training versus control training, we found that for teams with less positive diversity beliefs, diversity training increased creative performance when the team's nationality diversity was high, but undermined creativity when the team's nationality diversity was low. Diversity training had less impact on teams with more positive diversity beliefs, and training effects were not contingent upon these teams' diversity. Speaking to the underlying process, we showed that these interactive effects were driven by the experienced team efficacy of the team members. We discuss theoretical and practical implications for nationality diversity management. (c) 2015 APA, all rights reserved).

  6. Team Learning Ditinjau dari Team Diversity dan Team Efficacy

    OpenAIRE

    Pohan, Vivi Gusrini Rahmadani; Ancok, Djamaludin

    2010-01-01

    This research attempted to observe team learning from the level of team diversity and team efficacy of work teams. This research used an individual level of analysis rather than the group level. The team members measured the level of team diversity, team efficacy and team learning of the teams through three scales, namely team learning scale, team diversity scale, and team efficacy scale. Respondents in this research were the active team members in a company, PT. Alkindo Mitraraya. The total ...

  7. Team Learning Ditinjau dari Team Diversity dan Team Efficacy

    OpenAIRE

    Vivi Gusrini Rahmadani Pohan; Djamaludin Ancok

    2015-01-01

    This research attempted to observe team learning from the level of team diversity and team efficacy of work teams. This research used an individual level of analysis rather than the group level. The team members measured the level of team diversity, team efficacy and team learning of the teams through three scales, namely team learning scale, team diversity scale, and team efficacy scale. Respondents in this research were the active team members in a company, PT. Alkindo Mitraraya. The total ...

  8. Managing the culturally diverse medical practice team: twenty-five strategies.

    Science.gov (United States)

    Hills, Laura

    2014-01-01

    A common misconception is that the phrase workplace diversity means meeting certain quotas in employee race or gender categories. In fact, diversity is much more than that. This article explores the unique benefits and challenges of managing a culturally diverse medical practice team and offers practice managers 25 practical strategies. It describes the two types of diversity training that are beneficial to practice managers and the kinds of policies, practices, and procedures that foster and promote diversity. This article also explores ethnocentrism, racism, ageism, sexism, stereotyping, and other potentially divisive issues among a diverse medical practice team. It provides an assessment instrument practice managers can use to evaluate their own diversity management skills. Finally, this article defines specifically what is meant by the term diversity and explores the top 10 diversity issues in workplaces today.

  9. How to enable employee creativity in a team context : A cross-level mediating process of transformational leadership

    NARCIS (Netherlands)

    Bai, Yuntao; Lin, L.|info:eu-repo/dai/nl/374328870; Li, Peter Ping

    Employee creativity is critical to organizations' growth and is largely dependent on team dynamics. However, teams generally fail to encourage members to share their diverse knowledge, especially those that may cause disagreement among team members, as conflict often occurs in a team context.

  10. What makes age diverse teams effective? Results from a six-year research program.

    Science.gov (United States)

    Wegge, J; Jungmann, F; Liebermann, S; Shemla, M; Ries, B C; Diestel, S; Schmidt, K-H

    2012-01-01

    Based on a new model of productivity in age diverse tams, findings from a six-year research program are reported in which data from more than 745 natural teams with 8,848 employees in three different fields (car production, administrative work, financial services) were collected. Moreover, central assumptions of this model were tested with a representative survey of the German workforce (N = 2,000). Results support both significant advantages and disadvantages for age-mixed teams. Based on the findings, the following preconditions for the effectiveness of age diverse teams are identified: high task complexity, low salience and high appreciation of age diversity, a positive team climate, low age-discrimination, ergonomic design of work places, and the use of age differentiated leadership. Based on these insights, we developed a new training for supervisors, which addresses the aforementioned aspects and seeks to improve team performance and health of team members. It was found that the training reduces age stereotypes, team conflicts and enhances innovation. Thus, we can conclude that effective interventions for a successful integration of elderly employees in work groups are available and that combinations of measures that address ergonomic design issues, team composition and leadership are to be strongly recommended for practice.

  11. How to Enable Employee Creativity in a Team Context

    DEFF Research Database (Denmark)

    Bai, Yuntao; Lin, Li; Li, Peter Ping

    2016-01-01

    . However, the issue of how to enhance employee creativity from the perspective of team leader in a team context is largely understudied. This study aims to explore the cross-level links between the transformational behavior of team leader and employee creativity in a team context. We propose a three....... This study highlights the critical role of transformational leadership as across-level enabler for employee creativity....

  12. Cultural Diversity and Team Performance

    DEFF Research Database (Denmark)

    Hoogendoorn, Sander; Van Praag, Mirjam

    One of the most salient and relevant dimensions of team heterogeneity is cultural background. We measure the impact of cultural diversity on the performance of business teams using a field experiment. Companies are set up by teams of undergraduate students in business studies in realistic though...... similar circumstances. We vary the cultural composition of otherwise randomly composed teams in a multi-cultural student population. Our data indicate that a moderate level of cultural diversity has no effect on team performance in terms of business outcomes (sales, profits and profits per share). However......, if at least the majority of team members is culturally diverse then more cultural diversity seems to affect the performance of teams positively. Our data suggest that this might be related to the more diverse pool of relevant knowledge facilitating (mutual) learning within culturally diverse teams....

  13. Good ergonomics and team diversity reduce absenteeism and errors in car manufacturing.

    Science.gov (United States)

    Fritzsche, Lars; Wegge, Jürgen; Schmauder, Martin; Kliegel, Matthias; Schmidt, Klaus-Helmut

    2014-01-01

    Prior research suggests that ergonomics work design and mixed teams (in age and gender) may compensate declines in certain abilities of ageing employees. This study investigates simultaneous effects of both team level factors on absenteeism and performance (error rates) over one year in a sample of 56 car assembly teams (N = 623). Results show that age was related to prolonged absenteeism and more mistakes in work planning, but not to overall performance. In comparison, high-physical workload was strongly associated with longer absenteeism and increased error rates. Furthermore, controlling for physical workload, age diversity was related to shorter absenteeism, and the presence of females in the team was associated with shorter absenteeism and better performance. In summary, this study suggests that both ergonomics work design and mixed team composition may compensate age-related productivity risks in manufacturing by maintaining the work ability of older employees and improving job quality.

  14. Valuing gender diversity in teams

    DEFF Research Database (Denmark)

    Lauring, Jakob; Villeseche, Florence

    2015-01-01

    Team gender diversity has been much debated in many different contexts – not least since the search for a main effect of diversity on performance was launched. However, results have so far been inconclusive, and a number of scholars suggest that more attention should be directed at contextual...... factors which could influence the effect of gender diversity on team performance. In this study, we explore the effect of positive diversity attitudes and assess the degree of gender diversity where such group attitudes have greater impact. This is done by using a sample of 1085 leaders of academic...... research teams. Findings show that positive diversity attitude in the form of group openness to diversity is strongly associated with team performance. We also find a moderating effect of gender diversity meaning that the effect of openness to diversity is stronger when gender groups are more balanced...

  15. Prosocial bonuses increase employee satisfaction and team performance.

    Directory of Open Access Journals (Sweden)

    Lalin Anik

    Full Text Available In three field studies, we explore the impact of providing employees and teammates with prosocial bonuses, a novel type of bonus spent on others rather than on oneself. In Experiment 1, we show that prosocial bonuses in the form of donations to charity lead to happier and more satisfied employees at an Australian bank. In Experiments 2a and 2b, we show that prosocial bonuses in the form of expenditures on teammates lead to better performance in both sports teams in Canada and pharmaceutical sales teams in Belgium. These results suggest that a minor adjustment to employee bonuses--shifting the focus from the self to others--can produce measurable benefits for employees and organizations.

  16. Prosocial Bonuses Increase Employee Satisfaction and Team Performance

    Science.gov (United States)

    Anik, Lalin; Aknin, Lara B.; Norton, Michael I.; Dunn, Elizabeth W.; Quoidbach, Jordi

    2013-01-01

    In three field studies, we explore the impact of providing employees and teammates with prosocial bonuses, a novel type of bonus spent on others rather than on oneself. In Experiment 1, we show that prosocial bonuses in the form of donations to charity lead to happier and more satisfied employees at an Australian bank. In Experiments 2a and 2b, we show that prosocial bonuses in the form of expenditures on teammates lead to better performance in both sports teams in Canada and pharmaceutical sales teams in Belgium. These results suggest that a minor adjustment to employee bonuses – shifting the focus from the self to others – can produce measurable benefits for employees and organizations. PMID:24058691

  17. Diversity in Teams: was macht diverse Teams erfolgreich?

    NARCIS (Netherlands)

    Buengeler, C.; Homan, A.C.; Genkova, P.; Ringeisen, T.

    2015-01-01

    Teams in Organisationen sind zunehmend divers zusammengesetzt. Mit Diversity sind neben Unterschieden bezüglich demografischer Merkmale beispielsweise auch Differenzen in unmittelbar aufgabenbezogenen Merkmalen sowie in Werten, Einstellungen und Eigenschaften gemeint, welche oftmals nicht sofort

  18. The Performance of Gender Diverse Teams

    DEFF Research Database (Denmark)

    Lauring, Jakob; Villeseche, Florence

    Team gender diversity has been much debated in many different contexts – not least since the search for a main effect of diversity on performance was launched. However, results have so far been inconclusive, and a number of scholars suggest that more attention should be directed at contextual...... factors which could influence the effect of gender diversity on team performance. In this study, we explore the effect of positive diversity attitudes and assess the degree of gender diversity where such group attitudes have greater impact. This is done by using a sample of 1085 leaders of academic...... research teams. Findings show that positive diversity attitude in the form of group openness to diversity is strongly associated with team performance. We also find a moderating effect of gender diversity meaning that the effect of openness to diversity is stronger when gender groups are more balanced...

  19. Diversity in goal orientation, team reflexivity, and team performance

    NARCIS (Netherlands)

    Pieterse, Anne Nederveen; van Knippenberg, Daan; van Ginkel, Wendy P.

    Although recent research highlights the role of team member goal orientation in team functioning, research has neglected the effects of diversity in goal orientation. In a laboratory study with groups working on a problem-solving task, we show that diversity in learning and performance orientation

  20. The productivity effects of profit sharing, employee ownership, stock option and team incentive plans: Evidence from korean panel data

    OpenAIRE

    Kato, Takao; Lee, Ju Ho; Ryu, Jang-soo

    2010-01-01

    We report the first results for Korean firms on the incidence, diffusion, scope and effects of diverse employee financial participation schemes, such as Profit Sharing Plans (PSPs), Employee Stock Ownership Plans (ESOPs), Stock Option Plans (SOPs) and Team Incentive Plans (TIPs). In do doing, we assemble important new panel data by merging data from a survey of all Korean firms listed on Korean Stock Exchange which enjoys an unusually high response rate of 60 percent with accounting data from...

  1. Trust in Diverse Teams

    DEFF Research Database (Denmark)

    Clausen, Lisbeth

    , maintaining team cohesiveness in multicultural teams to collaborate effectively presents a number of challenges. The present study employs the concept of trust to explore influences on team collaboration in high performing teams. The study is based on observation of teams in seven multinational corporations...... and interviews with managers from the US, Europe, China and Japan. The study presents a conceptual framework - a ‘trust buffer’ – which enables analysis and exemplification of the dynamics and challenges of teams as drivers of change. Each team has strategically important tasks, unique capacities and deal...... with change in particular ways: Each team is analyzed in relation to its global (HQ) mandate, local (national) stakeholders and organizational context. It is found that communication energy, resources and team mandate underscore the sense of trust in high performing teams. Diversity is understood...

  2. Team climate, intention to leave and turnover among hospital employees: prospective cohort study.

    Science.gov (United States)

    Kivimäki, Mika; Vanhala, Anna; Pentti, Jaana; Länsisalmi, Hannakaisa; Virtanen, Marianna; Elovainio, Marko; Vahtera, Jussi

    2007-10-23

    In hospitals, the costs of employee turnover are substantial and intentions to leave among staff may manifest as lowered performance. We examined whether team climate, as indicated by clear and shared goals, participation, task orientation and support for innovation, predicts intention to leave the job and actual turnover among hospital employees. Prospective study with baseline and follow-up surveys (2-4 years apart). The participants were 6,441 (785 men, 5,656 women) hospital employees under the age of 55 at the time of follow-up survey. Logistic regression with generalized estimating equations was used as an analysis method to include both individual and work unit level predictors in the models. Among stayers with no intention to leave at baseline, lower self-reported team climate predicted higher likelihood of having intentions to leave at follow-up (odds ratio per 1 standard deviation decrease in team climate was 1.6, 95% confidence interval 1.4-1.8). Lower co-worker assessed team climate at follow-up was also association with such intentions (odds ratio 1.8, 95% confidence interval 1.4-2.4). Among all participants, the likelihood of actually quitting the job was higher for those with poor self-reported team climate at baseline. This association disappeared after adjustment for intention to leave at baseline suggesting that such intentions may explain the greater turnover rate among employees with low team climate. Improving team climate may reduce intentions to leave and turnover among hospital employees.

  3. National diversity and NHL team performance, 2007-2011

    Directory of Open Access Journals (Sweden)

    Louis Moustakas

    2016-04-01

    Full Text Available The effects of team diversity on work performance have been extensively studied both in general and sport-specific context, often yielding mixed results. However, little research exists on the impact of that diversity in the context of ice hockey. Though the sport is not as diverse as others, such as football, it has greatly increased its global footprint over the last 20 years. This paper looks at the impact of national diversity on overall team performance. Using data from NHL teams between 2007 and 2011, national diversity on each squad is calculated in three ways: Richness, the Gini-Simpson Index and Shannon’s Entropy. Controlling for team payroll and strength of schedule, we run correlations, linear regressions, logistic regressions and ordinal regressions to assess the effect of diversity on both regular season and playoff performance. Ultimately, we find that national diversity has no significant impact on team performance. We conclude by discussing potential explanations for this finding and propose further avenues of research.

  4. 21 CFR 1301.91 - Employee responsibility to report drug diversion.

    Science.gov (United States)

    2010-04-01

    ... REGISTRATION OF MANUFACTURERS, DISTRIBUTORS, AND DISPENSERS OF CONTROLLED SUBSTANCES Employee Screening-Non-Practitioners § 1301.91 Employee responsibility to report drug diversion. Reports of drug diversion by fellow... 21 Food and Drugs 9 2010-04-01 2010-04-01 false Employee responsibility to report drug diversion...

  5. Team climate, intention to leave and turnover among hospital employees: Prospective cohort study

    Directory of Open Access Journals (Sweden)

    Virtanen Marianna

    2007-10-01

    Full Text Available Abstract Background In hospitals, the costs of employee turnover are substantial and intentions to leave among staff may manifest as lowered performance. We examined whether team climate, as indicated by clear and shared goals, participation, task orientation and support for innovation, predicts intention to leave the job and actual turnover among hospital employees. Methods Prospective study with baseline and follow-up surveys (2–4 years apart. The participants were 6,441 (785 men, 5,656 women hospital employees under the age of 55 at the time of follow-up survey. Logistic regression with generalized estimating equations was used as an analysis method to include both individual and work unit level predictors in the models. Results Among stayers with no intention to leave at baseline, lower self-reported team climate predicted higher likelihood of having intentions to leave at follow-up (odds ratio per 1 standard deviation decrease in team climate was 1.6, 95% confidence interval 1.4–1.8. Lower co-worker assessed team climate at follow-up was also association with such intentions (odds ratio 1.8, 95% confidence interval 1.4–2.4. Among all participants, the likelihood of actually quitting the job was higher for those with poor self-reported team climate at baseline. This association disappeared after adjustment for intention to leave at baseline suggesting that such intentions may explain the greater turnover rate among employees with low team climate. Conclusion Improving team climate may reduce intentions to leave and turnover among hospital employees.

  6. Diverse Teams Drive Leadership Development

    DEFF Research Database (Denmark)

    Holck, Lotte; Hjortlund Andersen, Lotte

    New research from ISS Denmark shows that leading diverse teams strengthens leaders’ competencies within communication, relationship building and talent development and ensures inclusion. This has a reinforcing effect as the better the leadership, the better the heterogeneous team will function....

  7. Considering diversity: The positive effects of considerate leadership in diverse teams

    NARCIS (Netherlands)

    Homan, A.C.; Greer, L.L.

    2013-01-01

    Three studies examined the role of leader consideration in diverse teams. Based on the categorization-elaboration model, we argue that leader consideration can address the negative group processes that result from categorization processes in diverse teams as well as influence the perceptions of the

  8. Effective Retention Strategies for Diverse Employees.

    Science.gov (United States)

    Musser, Linda R.

    2001-01-01

    Discusses methods to determine why employees leave or stay, based on experiences at Pennsylvania State University libraries. Considers retention tools that work best to retain diverse employees, including mentoring, networking, career and learning opportunities, balance between work and home life, a welcoming climate, and support for research.…

  9. Diversity management: the treatment of HIV-positive employees.

    Science.gov (United States)

    Yap, Matthew H T; Ineson, Elizabeth M

    2012-01-01

    Socio-demographic dimensions such as age, gender, sexual orientation, race and ethnicity are commonly included in diversity studies. With a view to helping Asian hospitality managers to manage HIV-positive employees in their workplaces through diversity management (DM) theory, this research extends the boundaries of previous diversity studies by considering Human Immunodeficiency Virus (HIV) infection as a diverse characteristic. Both quantitative and qualitative primary data were collected from purposively selected Asian hospitality managers through postal questionnaire and follow-up telephone interviews. Transformed raw data were analysed using summary statistics and template analysis. Asian hospitality managers agreed that DM would be appropriate in the management of HIV-positive employees and that it could generate substantial benefits for employees and employers. However, they believe that the successful adoption and implementation of DM is not easy; it requires training and, ideally, the recruitment of experienced directors. Nevertheless, Asian hospitality managers are confident that implementing DM to manage HIV-positive employees can enhance tolerance, improve understanding and promote equality. The purposive sampling technique and the small number of respondents have impacted the external validity of the study. However, this exploratory study initiates an equality discussion to include HIV-positive employees in DM discourse beyond antidiscrimination legislation. It also supplements the sparse literature addressing HIV-positive employees in the Asian hospitality workplace. Asian hospitality managers are advised to understand and employ DM to treat HIV-positive employees fairly to overcome hospitality workplace marginalisation, discrimination and stigmatisation.

  10. The Motivation of Innovation Activity of Employees of Enterprises in Cross-Functional Teams

    Directory of Open Access Journals (Sweden)

    Doroshkevych Kateryna O.

    2018-03-01

    Full Text Available The process of motivation is considered, and its importance in the development of innovation activities of employees of enterprises is indicated: in the process of motivation it is possible to induce workers to creative activity, to provide social and technical interaction between team members, as well as their effective communication, etc. Effectiveness of these processes increases in cross-functional groups (teams. For a deeper understanding of the essence of the researched concept, the process of creating cross-functional teams, their typical composition and characteristic features (attributes, principles of functioning, types of tasks to be solved, etc were studied. For the motivation of innovation activity of employees of enterprises in cross-functional teams, it is recommended to combine both the material and the non-material stimulation. For the material stimulation of employees, it is necessary to ensure the use of surcharges and allowances (allowance for the intensity of work, for high achievements in work, for the performance of particularly important work, allowance for the combination of professions (posts. The non-material stimulation is recommended to be carried out by involving employees of cross-functional teams to management, in particular by applying the «reward for behavior» methodology.

  11. A data set for social diversity studies of GitHub teams

    NARCIS (Netherlands)

    Vasilescu, B.N.; Serebrenik, A.; Filkov, V.

    2015-01-01

    Like any other team oriented activity, the software development process is effected by social diversity in the programmer teams. The effect of team diversity can be significant, but also complex, especially in decentralized teams. Discerning the precise contribution of diversity on teams'

  12. Cognitive Style Diversity in Decision Making Teams: A Conceptual Framework

    Directory of Open Access Journals (Sweden)

    Abby Mello

    2014-04-01

    Full Text Available Team diversity scholars have called for examining cognitive variables (van Knippenberg & Schippers, 2007, such as cognitive style, in team dissimilarity research. However, due to the dearth of research on cognitive style diversity in teams, heeding these calls requires new theory. Therefore, we extended recent theoretical developments that suggested indirect relationships between diversity and performance by orienting cognitive style within the team diversity literature and by proposing cognitive style diversity’s effects on team processes in decision making teams. We also integrated the moderating role of team member perspective taking into the framework. We presented arguments and propositions for the combined effects of cognitive style diversity and perspective taking on task conflict, affective conflict, and the development of schema congruence. We offer suggestions for testing the proposed relationships in future research regarding variable measurement and multi-level data. Implications for and contributions to practice are also addressed.

  13. Microdynamics in diverse teams : A review and integration of the diversity and stereotyping literatures

    NARCIS (Netherlands)

    van Dijk, J.; Meyer, B.; van Engen, M.L.; Loyd, D.L.

    2017-01-01

    Research on the consequences of diversity in teams continues to produce inconsistent results. We review the recent developments in diversity research and identify two shortcomings. First, an understanding of the microdynamics affecting processes and outcomes in diverse teams is lacking. Second,

  14. The impact of team dialogue sessions on employee engagement in an information and communication technology company

    Directory of Open Access Journals (Sweden)

    Michael A.W. Seymour

    2018-06-01

    Full Text Available Orientation: Engaged employees are regarded as extremely valuable in today’s unstable economic environment. However, despite spending large amounts of money on the improvement of employee engagement, the effect thereof is seldom determined. This study was about determining the impact of team dialogue sessions on the enhancement of employee engagement in a large information and communication technology company over a 2-year period. Research purpose: This study focused on determining the improvement of employee engagement through an organisation development intervention. The intervention was based on a social constructionist perspective, namely, team dialoguing, and was facilitated over a period of two years. Motivation for the study: Although the matter regarding the improvement of employee engagement seems to be extensively discussed in the literature, research on the use of interventions to enhance employee engagement is to a large extent still lacking. Based on a theoretical integration, it was argued that team dialoguing could improve employee engagement. Research design, approach and method: This was a quantitative study, employing a quasi-experimental design. An experimental group was exposed to an organisation development intervention of team dialogues over a 2-year period and then compared to a control group that had not been exposed to the intervention. Main findings: Although with a small effect size, it was discovered that facilitating team dialogue sessions had a positive impact on employee engagement, more specifically on the exercise of discretionary effort, intention to remain, rational commitment, communication and supervisory support as dimensions. Practical and managerial implications: The practical implication of this study is that the engagement of employees can be enhanced by involving the direct supervisor and his or her team in dialoguing sessions. Contribution or value-add: The study contributed to the literature

  15. Linking employee confidence to performance: a study of self-managing service teams

    NARCIS (Netherlands)

    Jong, de A.; Ruyter, de J.C.; Wetzels, M.G.M.

    2006-01-01

    The increasing implementation of self-managing teams (SMTs) in service delivery suggests the importance of developing confidence beliefs about a team's collective competence. This research examined causality in the linkage between employee confidence beliefs and performance for boundary-spanning

  16. Effects of Inclusive Leadership on Employee Voice Behavior and Team Performance: The Mediating Role of Caring Ethical Climate

    Directory of Open Access Journals (Sweden)

    Lei Qi

    2017-09-01

    Full Text Available As an emerging research field of leadership, inclusive leadership reflects the new style of leadership demanded by researchers and practitioners. Is it a leadership style that can better integrate employees and organizations and adapt to new complex management situation? Based on theories of social exchange, organizational support, and self-determination, this study investigated the impact of inclusive leadership on employee voice behavior and team performance through caring ethical climate. We evaluated the model with a time-lagged data of 329 team members from 105 teams in six cities in China. Results indicated as following: inclusive leadership was positively correlated with employee voice behavior at the individual level and team performance at the team level; caring ethical climate mediated the relationship between inclusive leadership and employee voice behavior at the individual level, as well as mediated the relationship between inclusive leadership and team performance at the team level. This study revealed the mechanism of the positive cross-level effects of inclusive leadership on the caring ethical climate, employee voice behavior, and team performance. These findings also provided important contributions for human resource management and practice.

  17. Is Multiple Team Membership a Challenge or a Hindrance for Individual Employees?

    NARCIS (Netherlands)

    van de Brake, Hendrik; Walter, Frank; Rink, Floor; Essens, Peter; van der Vegt, Gerben S.

    Many employees in today’s organizations are concurrently involved in more than one team at the same time. This study investigates the individual-level relationships between such multiple team memberships (MTM) and employees’ wellbeing and job performance. Building on the challenge-hindrance stressor

  18. Employee Spirituality in the Workplace: A Cross-Cultural View for the Management of Spiritual Employees.

    Science.gov (United States)

    Lewis, Jeffrey S.; Geroy, Gary D.

    2000-01-01

    Discusses six entry points to initiate discussion of employee spirituality in management education: cross-cultural management, workplace diversity, leadership, team management, organizational culture, and human resource development. (SK)

  19. A New Algorithm to Create Balanced Teams Promoting More Diversity

    Science.gov (United States)

    Dias, Teresa Galvão; Borges, José

    2017-01-01

    The problem of assigning students to teams can be described as maximising their profiles diversity within teams while minimising the differences among teams. This problem is commonly known as the maximally diverse grouping problem and it is usually formulated as maximising the sum of the pairwise distances among students within teams. We propose…

  20. Employee customer orientation in manufacturing organizations: joint influences of customer proximity and the senior leadership team.

    Science.gov (United States)

    Liao, Hui; Subramony, Mahesh

    2008-03-01

    Pursuing a customer-focused strategy in manufacturing organizations requires employees across functions to embrace the importance of understanding customer needs and to align their everyday efforts with the goal of satisfying and retaining customers. Little prior research has examined what factors influence employee customer orientation in manufacturing settings. Drawing on the attraction-selection-attrition model, upper-echelons theory, and contingency theories of leadership, this study investigated the joint influences of functional roles' proximity to external customers and the senior leadership team's customer orientation on employee customer orientation. Hierarchical linear modeling results based on data obtained from 4,299 employees and 403 senior leaders from 42 facilities of a global manufacturer operating in 16 countries revealed that employees occupying customer-contact roles had the highest level of customer orientation, followed by employees occupying production roles, and then by those in support roles. In addition, there was a positive relationship between the senior leadership team's customer orientation and employee customer orientation for all 3 functional roles. The positive relationship between the senior leadership team and employee customer orientation was the strongest for employees in support roles, suggesting that lower levels of proximity to external customers may create a greater need for leadership in developing employees' customer-oriented attitudes. Copyright 2008 APA

  1. Managing diversity and enhancing team outcomes: the promise of transformational leadership.

    Science.gov (United States)

    Kearney, Eric; Gebert, Diether

    2009-01-01

    In a sample of 62 research and development (R&D) teams, the authors examined transformational leadership as a moderator of the relationship of age, nationality, and educational background diversity with team outcomes. When levels of transformational leadership were high, nationality and educational diversity were positively related to team leaders' longitudinal ratings of team performance. These relationships were nonsignificant when transformational leadership was low. Age diversity was not related to team performance when transformational leadership was high, and it was negatively related to team performance when transformational leadership was low. Two mediated moderation effects help explain these findings. Transformational leadership moderated the relationship of the 3 examined diversity dimensions with the elaboration of task-relevant information, which in turn was positively associated with team performance. Moreover, transformational leadership moderated the relationship of the 3 diversity types with collective team identification, which in turn was positively related to the elaboration of task-relevant information. The authors discuss the theoretical and practical implications of these results. Overall, this study suggests that transformational leadership can foster the utilization of the potential, but frequently untapped, benefits entailed by both demographic and informational/cognitive team diversity. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

  2. Culture and teams.

    Science.gov (United States)

    Kirkman, Bradley L; Shapiro, Debra L; Lu, Shuye; McGurrin, Daniel P

    2016-04-01

    We first review research on culture effects in teams, illustrating that mean levels of team cultural values have main (i.e. direct) effects, indirect effects (i.e. mediated by intervening variables), and moderating influences on team processes and outcomes. Variance in team cultural values or on country of origin (i.e. nationality diversity) also has main effects on team functioning, and we highlight contextual variables that strengthen or weaken these main effects. We next review research examining the effect of variance in team cultural values on global virtual teams, specifically. Finally, we review research on how cultural values shape employees' receptivity to empowering leadership behavior in teams. We conclude by discussing critical areas for future research. Published by Elsevier Ltd.

  3. Diverse Regular Employees and Non-regular Employment (Japanese)

    OpenAIRE

    MORISHIMA Motohiro

    2011-01-01

    Currently there are high expectations for the introduction of policies related to diverse regular employees. These policies are a response to the problem of disparities between regular and non-regular employees (part-time, temporary, contract and other non-regular employees) and will make it more likely that workers can balance work and their private lives while companies benefit from the advantages of regular employment. In this paper, I look at two issues that underlie this discussion. The ...

  4. The effects of job satisfaction, employee commitment, workplace friendship and team culture on service recovery performance

    Directory of Open Access Journals (Sweden)

    Abednego Feehi Okoe

    2016-11-01

    Full Text Available The existing literature has called for more studies to be conducted on how human resource activities affect service recovery performance. This study therefore ascertains the effects of Job Satisfaction, employee Commitment, Workplace Friendship and Team Culture on Service Recovery Performance. The survey research design was used in this study. The participants were frontline employees from the various service sectors in Ghana. The convenience sampling was used as the sampling technique. A total of 372 responses were used in the final analysis. The scale items were adapted from the existing literature. Confirmatory factor analysis was used to assess the fit of the model. Multiple linear regression was used to test the hypotheses. The findings indicate that Job Satisfaction, Employee Commitment, Workplace Friendship and Team Culture significantly exerts positive influence on Service Recovery Performance of frontline employees. The findings from the study imply that there are several antecedents to Service Recovery Performance. Team Culture, Workplace Commitment, and Employee Commitment can influence Job Satisfaction which in turn will affect Service Recovery Performance resulting in customer satisfaction and retention.

  5. National diversity and team performance: the moderating role of interactional justice climate

    NARCIS (Netherlands)

    Buengeler, C.; den Hartog, D.N.

    2015-01-01

    In this team-level study, we present and test a model in which two aspects of interactional justice climate, its level and its strength, interact to moderate the effects of national diversity on team performance. Connecting the literatures on team diversity and (interactional) justice climate, we

  6. The Right Mix? Gender Diversity in Top Management Teams and Organizational Outcomes

    DEFF Research Database (Denmark)

    Opstrup, Niels; Ryom Villadsen, Anders

    Recent research has illustrated how human demographic diversity influences the outcomes of public sector organizations. Most studies focus on workforce diversity and little is known about how managerial diversity affects organizational outcomes. This study focuses on top management team gender...... diversity. Theory suggests that diversity can lead to varied outcomes. It may provide knowledge and new ideas used for organizational development. However, team diversity is likely to slow down decision making and make consensus more difficult to reach. In a longitudinal study of top management teams...... in Danish municipalities this study finds diversity to be associated with an increased use of contracting but also higher budgetary instabilities. These results are interpreted in light of existing theory and implications are suggested....

  7. Diversity, discrimination, and performance

    OpenAIRE

    Leonard, Jonathan S.; Levine, David I.

    2003-01-01

    Employee diversity may affect business performance both as a result of customer discrimination and as a result of how members of a group work with each other in teams. We test for both channels with data from more than 800 retail stores employing over 70,000 individuals matched to Census data on the demographics of the community. We find little payoff to matching employee demographics to those of potential customers except when the customers do not speak English. Although age diversity doe...

  8. A Multilevel Model of Team Cultural Diversity and Creativity: The Role of Climate for Inclusion

    Science.gov (United States)

    Li, Ci-Rong; Lin, Chen-Ju; Tien, Yun-Hsiang; Chen, Chien-Ming

    2017-01-01

    We developed a multi-level model to test how team cultural diversity may relate to team- and individual-level creativity, integrating team diversity research and information-exchange perspective. We proposed that the team climate for inclusion would moderate both the relationship between cultural diversity and team information sharing and between…

  9. Organizational Justice as an Outcome of Diversity Management for Female Employees: Evidence From U.S. Federal Agencies

    Directory of Open Access Journals (Sweden)

    Sungchan KIM

    2016-10-01

    Full Text Available Diversity management has been implemented vigorously in organizations with workforce diversity practices. One of the possible outcomes of diversity management is increased fairness in the organization. However, women perceive organizations as still being unfair, even though diverse managerial practices have been adopted to address equity related problems. In this article, we examine how female employees in federal agencies view diversity management and whether they believe that diversity management can lead to organizational justice. By using the 2013 Federal Employee Viewpoint Survey (FEVS data, we found that diversity management leads to a higher level of organizational justice for female employees. However, white female employees have a higher agreement on the effi cacy of diversity management in producing procedural and interactional justice than do non-white female employees. Also, female employees in the regulatory or redistributive agency category perceive less that diversity management leads to organizational justice than those in other agencies. We therefore conclude that diversity management is an effective tool to achieve organizational justice for particular groups.

  10. Top Management Team Nationality Diversity and Firm Performance

    DEFF Research Database (Denmark)

    Nielsen, Bo Bernhard; Nielsen, Sabina

    2013-01-01

    This research reexamines the equivocal relationship between top management team (TMT) diversity and firm performance. Combining upper echelons theory with insights from institutional theory, we establish a new, timely dimension of TMT diversity—nationality diversity—and develop an integrated...... generally, our research demonstrates that the consequences of TMT diversity depend on the (1) specific attributes of diversity being considered and (2) firm and industry conditions under which strategic decisions take place....

  11. Belbin role diversity and team performance: is there a relationship?

    NARCIS (Netherlands)

    Batenburg, R.; Walbeek, W. van; Maur, W. in der

    2013-01-01

    Purpose: This paper aims to test the relationship between team role diversity and team performance, as one of the main assumptions behind the highly cited and used Belbin model and test. Design/methodology/approach: Data were collected among 24 teams of 144 students that participated in different

  12. Team-based working and employee well-being: A cross-cultural comparison of United Kingdom and Hong Kong health services

    OpenAIRE

    So, T.T.C; West, Michael; Dawson, J.F

    2010-01-01

    This study examined the impact of team-based working, team structure, and job design on employee well-being (in term of job satisfaction and work stress) in staff working in healthcare organizations in Hong Kong. Cross-cultural differences in the impact of job design, team structure, and employee well-being outcomes between United Kingdom and Hong Kong were also investigated. A group of 197 staff from two Hong Kong hospitals were compared to a sample of 270 UK staff working in National Health...

  13. The Right Mix? Gender Diversity in Top Management Teams and Financial Performance

    DEFF Research Database (Denmark)

    Opstrup, Niels; Villadsen, Anders Ryom

    2015-01-01

    in the top management teams of public organizations, and its relation to financial performance. Theory suggests that management diversity can be a positive asset for organizations. It may allow for the use of more diverse knowledge and human skill sets. The results of this study suggest that organizations......, however, may only be able to leverage these advantages if they have a supporting management structure. In a longitudinal study of top management teams in Danish municipalities, the study finds gender diversity in top management teams to be associated with higher financial performance, but only...

  14. What diversity management practices do hotel managers and employees view as important for retaining employees?

    OpenAIRE

    Twum, Sophia Araba

    2015-01-01

    Master's thesis in International hotel and tourism management Abstract Research shows that the hotel industry is noted for high rate of turnover. Again, diversity management practices have been found to be a good human resource tool helping to manage and retain diverse workforce. A lot of studies have been done on employee retention and diversity management separately but the two concepts are related therefore there is the need to look at them together. This thesis aims...

  15. A Team Formation Framework for Managing Diversity in Multidisciplinary Engineering Project

    Directory of Open Access Journals (Sweden)

    Shawqi Mohammed Hossain

    2017-02-01

    Full Text Available Team formation is one of the essential elements in constructing effective teamwork of any team size that requires different skill sets. Diversity in team encourages students to challenge and compete with one another while searching for new ideas, which in turn can lead to a better team performance. In a well-functioning diverse teams, the students who performed poorly may gain benefit by observing how excellent students approach the assignments. They may also benefit by getting advice and assistance from the excellent students. Studies have shown that Malaysian university graduates lack of team skills. The purpose of this paper is to propose a framework for forming a diverse multidisciplinary team among engineering undergraduates based on selected criteria such as individual personality type, gender, and other relevant demographic information. The proposed framework can also be used to design an automated team-formation system based on the identified metrics. The purpose of the framework is to consolidate the existing team formation literature, and to develop and test interventions for maximizing individual member and team performance as a whole that makes an effective team. For this study, a multidisciplinary approach was used where first year engineering students from three different faculties, namely Faculty of Electrical Engineering (FKE, Faculty of Mechanical Engineering (FKM, and Faculty of Biosciences and Medical Engineering (FBME at Universiti Teknologi Malaysia (UTM worked on an innovation project using the Conceive, Design, Implement, and Operate (CDIO framework. Keirsey Temperament Sorter was used as an instrument to identify an individual's personality type.

  16. Working well in a culturally diverse team.

    Science.gov (United States)

    Day-Calder, Mandy

    2016-10-05

    Cooperative working is a core part of the nursing role, and it involves respecting your colleagues' needs and values. If you are part of a diverse team, you may need to develop your cultural competence, treating everyone compassionately and respectfully.

  17. Diversity faultlines, shared objectives, and top management team performance

    NARCIS (Netherlands)

    van Knippenberg, D.; Dawson, J.F.; West, M.A.; Homan, A.C.

    2011-01-01

    Faultline theory suggests that negative effects of team diversity are better understood by considering the influence of different dimensions of diversity in conjunction, rather than for each dimension separately. We develop and extend the social categorization analysis that lies at the heart of

  18. Openness to language and value diversity fosters multicultural team creativity and performance

    DEFF Research Database (Denmark)

    Lauring, Jakob; Paunova, Minna; Butler, Christina

    2015-01-01

    Multicultural teams are increasingly employed by organizations as a way to achieve international coordination, particularly when creativity and innovation are desired. Unfortunately, studies often fail to demonstrate the purported benefits associated with these teams, reporting difficulties with ...... open to value diversity. We conclude that multicultural teams are in want of a climate that is welcoming to both linguistic and cultural differences and suggest implications for theory and practice....... with communication and social integration, inhibiting creativity and performance. A survey-based study of multicultural academic teams (n = 1085) demonstrates that teams that are open to language diversity are more creative and perform better. We observe that performance is enhanced even further when teams are also...

  19. Cultural diversity and team performance in the Italian Serie A

    OpenAIRE

    Addesa, FA; Rossi, GB; Bove, V

    2017-01-01

    Cultural diversity features prominently in management studies. A diverse range of skills and perspectives can produce innovation and a greater variety of solutions to day to day problems. At the same time, however, the same heterogeneous approaches and experiences can result in communication and coordination problems, lack of trust and intra/intergroup conflict. We analyse a newly constructed dataset on team composition and performance for 29 teams, 1,238 players and 1,899 matches in the Ital...

  20. The effect of diversity on teams in selected manufacturing organisations / J. van der Kevie

    OpenAIRE

    Van der Kevie, Jéan

    2010-01-01

    This study investigates employees' perceptions of diversity and its impact on the workplace, as perceived by employees themselves. The focus will specifically be on external diversity factors such as culture, race and gender and to what extent these factors can possibly be linked to differences in perceptions of the influence of diversity in the workplace. We know that equality and diversity programmes should be aligned with an organisation's core strategic objectives. Not only is this ali...

  1. Leadership and organizational tenure diversity as determinants of project team effectiveness

    NARCIS (Netherlands)

    de Poel, Frouke M.; Stoker, Janka I.; Van der Zee, Karen I.

    2014-01-01

    The present study reveals how leadership effectiveness in project teams is dependent on the level of organizational tenure diversity. Data from 34 project teams showed that transformational leadership is related to organizational commitment, creative behavior, and job satisfaction, but only in teams

  2. Leadership and Organizational Tenure Diversity as Determinants of Project Team Effectiveness

    NARCIS (Netherlands)

    de Poel, Frouke M.; Stoker, Janka I.; Van der Zee, Karen I.

    2014-01-01

    The present study reveals how leadership effectiveness in project teams is dependent on the level of organizational tenure diversity. Data from 34 project teams showed that transformational leadership is related to organizational commitment, creative behavior, and job satisfaction, but only in teams

  3. Managing Inclusiveness and Diversity in Teams: How Leader Inclusiveness Affects Performance through Status and Team Identity

    OpenAIRE

    Mitchell, Rebecca; Boyle, Brendan; Parker, Vicki; Giles, Michelle; Chiang, Vico; Joyce, Pauline

    2015-01-01

    While there is increasing pressure to work collaboratively in interprofessional teams, health professionals often continue to operate in uni-professional silos. Leader inclusiveness is directed toward encouraging and valuing the different viewpoints of diverse members within team interactions, and has significant potential to overcome barriers to interprofessional team performance. In order to better understand the influence of leader inclusiveness, we develop and investigate a model of its e...

  4. Human capital diversity in the creation of social capital for team creativity

    NARCIS (Netherlands)

    Han, J.; Han, J; Brass, D.

    2014-01-01

    We highlight the social aspects of team creativity by proposing that team creativity is influenced by two types of team social capital: bridging and bonding social capital. Going beyond the structural perspective, we posit that team-level human capital diversity is one of the potential antecedents

  5. Radiation protection training for diverse general employee populations

    International Nuclear Information System (INIS)

    Copenhaver, E.D.; Houser, B.S.

    1986-01-01

    Radiation protection training for the general employee at the Oak Ridge National Laboratory has undergone a great deal of restructuring in the last two years. The number of personnel totally dedicated to nuclear facilities is less than a fifth of our employees and the percentage of contracted employees who are dedicated radiation workers is much smaller. However, the aging of our facilities and increasing emphasis on environmental control means that everyone needs to understand the basics of radiation protection. In accordance with changing DOE guidelines and internal ORNL policies, greater emphasis has been placed on keeping training focused on current issues, training the total workforce, and requiring some type of testing or feedback mechanism. This report describes efforts to instill respect, but not fear, of radiation in the work environment. Flexible tools are being developed to meet this objective for several diverse general employee populations. Continuing efforts include consideration of computer-based training for retraining, developing additional modules for specialized groups and jobs, and testing/documentation appropriate to each population segment. 6 refs

  6. [Cultural diversity, tensions and solidarities within the nursing teams].

    Science.gov (United States)

    Kessar, Zahia; Kotobi, Laurence

    2018-05-01

    Cultural and ethnic diversities present in the hospital as well as within the nursing teams impact on the way of working. Observing them from the point of view of the caregivers based on experiences of team guidance and training highlights issues related to the way the hospital teams experience these differences. These differences also have an effect conveyed through tensions, conflicts or solidarity. The place and the role of the managers are an important lever for supporting their teams, notably with regard to racism which can sometimes be expressed in the social relations present in the workplace. Copyright © 2018 Elsevier Masson SAS. All rights reserved.

  7. Executive Management Team Demography and Minority Student Retention: Does Executive Team Diversity Influence the Retention of Minority Students?

    Science.gov (United States)

    Fincher, Mark; Katsinas, Stephen; Bush, V. Barbara

    2010-01-01

    Many colleges and universities are expected to produce more graduates while responding to an increasing level of racial and ethnic diversity among students. While the importance of diversity within executive management leadership teams may be accepted among nonprofit higher education institutions, the connection between diversity among the…

  8. Cultural Diversity and Teamwork. ERIC Digest No. 152.

    Science.gov (United States)

    Lankard, Bettina A.

    In today's society, when increasing numbers of employees are being expected to work in teams and when cultural diversity is becoming commonplace in schools and workplaces, it is imperative that vocational and career educators prepare students for future interactions in a culturally diverse workplace. Communication differences between generations,…

  9. The genesis of top management team diversity : Selective turnover among top management teams in Dutch newspaper publishing, 1970-94

    NARCIS (Netherlands)

    Boone, C; Van Olffen, W; Van Witteloostuijn, A; De Brabander, B

    2004-01-01

    We propose that executive team power strengthens a cycle of "homosocial reproduction" that is interrupted only when teams face such compelling needs for diversity as poor organizational performance, high corporate diversification, and tough market competition. Hypothesis tests in data from major

  10. The effects of job satisfaction, employee commitment, workplace friendship and team culture on service recovery performance

    OpenAIRE

    Abednego Feehi Okoe; Henry Boateng; Tiniwah Deborah Mensah

    2016-01-01

    The existing literature has called for more studies to be conducted on how human resource activities affect service recovery performance. This study therefore ascertains the effects of Job Satisfaction, employee Commitment, Workplace Friendship and Team Culture on Service Recovery Performance. The survey research design was used in this study. The participants were frontline employees from the various service sectors in Ghana. The convenience sampling was used as the sampling technique. A tot...

  11. Facet personality and surface-level diversity as team mental model antecedents: implications for implicit coordination.

    Science.gov (United States)

    Fisher, David M; Bell, Suzanne T; Dierdorff, Erich C; Belohlav, James A

    2012-07-01

    Team mental models (TMMs) have received much attention as important drivers of effective team processes and performance. Less is known about the factors that give rise to these shared cognitive structures. We examined potential antecedents of TMMs, with a specific focus on team composition variables, including various facets of personality and surface-level diversity. Further, we examined implicit coordination as an important outcome of TMMs. Results suggest that team composition in terms of the cooperation facet of agreeableness and racial diversity were significantly related to team-focused TMM similarity. TMM similarity was also positively predictive of implicit coordination, which mediated the relationship between TMM similarity and team performance. Post hoc analyses revealed a significant interaction between the trust facet of agreeableness and racial diversity in predicting TMM similarity. Results are discussed in terms of facilitating the emergence of TMMs and corresponding implications for team-related human resource practices. (PsycINFO Database Record (c) 2012 APA, all rights reserved).

  12. Top management team diversity: Faultlines, clarity of objectives, and organizational performance.

    NARCIS (Netherlands)

    van Knippenberg, D.; Dawson, J.F.; West, M.E.; Homan, A.C.

    2011-01-01

    Faultline theory suggests that negative effects of team diversity are better understood by considering the influence of different dimensions of diversity in conjunction, rather than for each dimension separately. We develop and extend the social categorization analysis that lies at the heart of

  13. Putting employees in their place : The impact of hot-desking on organizational and team identification.

    NARCIS (Netherlands)

    Millward, L.J; Haslam, S.A.; Postmes, T.

    2007-01-01

    A study of employees in the finance industry tested the propositions (a) that work team identity is more salient than organizational identity when desks are assigned, whereas organizational identity is more salient when they are not; and (b) that this is partly because physical arrangements have a

  14. Benefiting from deep-level diversity : How congruence between knowledge and decision rules improves team decision making and team perceptions

    NARCIS (Netherlands)

    Rink, Floor; Ellemers, Naomi

    In two experiments we show how teams can benefit from the presence of multiple sources of deep-level task-related diversity. We manipulated differences (vs. similarities) in task information and personal decision rules in dyads (Study 1) and three-person teams (Study 2). The results indicate that

  15. Measuring employee perception on the effects of cultural diversity at work: development of the Benefits and Threats of Diversity Scale

    NARCIS (Netherlands)

    Hofhuis, Joep; van der Zee, Karen; Otten, Sabine

    2015-01-01

    This paper describes the development and validation of the Benefits and Threats of Diversity Scale (BTDS), an instrument which measures how employees perceive the effects of cultural diversity in the workplace. By analyzing employees’ perceptions, organizations may be able to communicate more

  16. Measuring employee perception on the effects of cultural diversity at work: development of the benefits and threats of diversity scale.

    NARCIS (Netherlands)

    Hofhuis, J.; van der Zee, K.I.; Otten, S.

    2015-01-01

    This paper describes the development and validation of the Benefits and Threats of Diversity Scale (BTDS), an instrument which measures how employees perceive the effects of cultural diversity in the workplace. By analyzing employees’ perceptions, organizations may be able to communicate more

  17. Measuring employee perception on the effects of cultural diversity at work : development of the Benefits and Threats of Diversity Scale

    NARCIS (Netherlands)

    Hofhuis, Joep; van der Zee, Karen I.; Otten, Sabine

    2015-01-01

    This paper describes the development and validation of the Benefits and Threats of Diversity Scale (BTDS), an instrument which measures how employees perceive the effects of cultural diversity in the workplace. By analyzing employees’ perceptions, organizations may be able to communicate more

  18. R&D Team Diversity and Performance in Hypercompetitive Environments

    DEFF Research Database (Denmark)

    Hoisl, Karin; Gruber, Marc; Conti, Annamaria

    2017-01-01

    . Analyzing a unique data set from the Formula 1 motorsport racing industry, we find an inverse U-shaped relationship between team diversity in task-related experience and performance an important result that diverges from well-established theories developed in more stable environments. Fundamentally, we show......This article examines the effects of an R&D team's composition on its performance outcomes in hypercompetition. The fundamental feature of firms in hypercompetitive settings is that they are constantly challenged to improve their competitiveness in a relentless race to outperform one another...

  19. NCI at Frederick Ebola Response Team | Poster

    Science.gov (United States)

    Editor’s note: This article was adapted from the Employee Diversity Team’s display case exhibit “Recognizing the NCI at Frederick Ebola Response Team,” in the lobby of Building 549. The Poster staff recognizes that this article does not include everyone who was involved in the response to the Ebola crisis, both at NCI at Frederick and in Africa. When the Ebola crisis broke out

  20. Effects of Inclusive Leadership on Employee Voice Behavior and Team Performance: The Mediating Role of Caring Ethical Climate

    OpenAIRE

    Lei Qi; Bing Liu

    2017-01-01

    As an emerging research field of leadership, inclusive leadership reflects the new style of leadership demanded by researchers and practitioners. Is it a leadership style that can better integrate employees and organizations and adapt to new complex management situation? Based on theories of social exchange, organizational support, and self-determination, this study investigated the impact of inclusive leadership on employee voice behavior and team performance through caring ethical climate. ...

  1. Different Children, Equal Citizens and a Diverse Team of Teachers ...

    African Journals Online (AJOL)

    Different Children, Equal Citizens and a Diverse Team of Teachers: A Safe Space for ... articulated in order to stimulate the development of an authentic worldview of pupils ... The collaboration with Cornelia Roux made me aware of the huge ...

  2. Professional football squads as multicultural teams: Cultural diversity, intercultural experience, and team performance

    OpenAIRE

    Maderer, Daniel; Holtbrügge, Dirk; Schuster, Tassilo

    2014-01-01

    After the Bosman ruling in 1995, the cultural diversity of professional football teams in Europe has increased considerably. Recruiting players regardless of their nationality allows football clubs to make use of a global talent pool and to combine the specific strengths of individuals with different cultural backgrounds. At the same time, it confronts them with the challenge of having players who speak different languages and who have different football philosophies ingrained in them. Based ...

  3. The importance of moral emotions for effective collaboration in culturally diverse healthcare teams.

    Science.gov (United States)

    Cook, Catherine; Brunton, Margaret

    2018-04-01

    Moral emotions shape the effectiveness of culturally diverse teams. However, these emotions, which are integral to determining ethically responsive patient care and team relationships, typically go unrecognised. The contribution of emotions to moral deliberation is subjugated within the technorational environment of healthcare decision-making. Contemporary healthcare organisations rely on a multicultural workforce charged with the ethical care of vulnerable people. Limited extant literature examines the role of moral emotions in ethical decision-making among culturally diverse healthcare teams. Moral emotions are evident in ethnocentric moral perspectives that construct some colleagues' practices as 'other'. This article examines how moral emotions are evoked when cultural dissonance influences nurses' moral perceptions. We use a qualitative investigation of teamwork within culturally diverse healthcare organisations. We use Haidt's () account of moral emotions to examine practice-based accounts of 36 internationally educated and 17 New Zealand educated nurses practising in New Zealand. The study provides evidence that moral emotions are frequently elicited by communication and care practices considered 'foreign'. The main implication is that although safe practice in healthcare organisations is reliant on highly functioning teams, collaboration is challenged by interprofessional power relations of contested culturally shaped values. We address practice-based strategies that enable engagement with moral emotions to enhance effective teamwork. © 2017 John Wiley & Sons Ltd.

  4. EXPECTATIONS OF EMPLOYEES ON THE EFFECTS OF THE WORKPLACE HEALTH MANAGEMENT AS A PART OF AN INTERNAL DIVERSITY MANAGEMENT - AN EXPLORATIVE STUDY

    Directory of Open Access Journals (Sweden)

    Matthias Reich

    2015-07-01

    Full Text Available The expectations of employees on the effects of actions of the Workplace Health Management (WHM as a part of the Human Resource Management are relevant for a successful implementation within the companies. The diversity approach can be able to improve the cooperation among different groups of employees. In this relation the measures of the WHM can support the existing Diversity Management efforts of a company. A successful Diversity Management has to meet the expectations of the employees. Therefore the Management needs to know what the employees expect from measures to be implemented in order to improve the performance of the companies. The theoretical framework of the Diversity Management in general, the Work Health Management (WHM measures and the results of a survey carried out among Hungarian employees and their expectations on a WHM are depicted within this paper. As important diversity groups the expectation on effects of the WHM actions on the groups of disabled / able-bodied employees and the groups of younger / older employees are examined. For all groups the cooperation exchange within the own work-unit and in the company as a whole is surveyed. As a result for all groups the most recommendable actions, in consideration of the employees, could be determined.

  5. The effects of diversity faultlines and team task autonomy on decision quality and social integration

    NARCIS (Netherlands)

    Rico, Ramon; Molleman, Eric; Sanchez-Manzanares, Miriam; Van der Vegt, Gerben S.

    This study examines the effects of diversity faultlines stemming from educational background and conscientiousness on team decision quality and social integration and the moderating role of team task autonomy. Using a 2 x 2 (Weak/Strong Faultlines x Low/High Team Task Autonomy) factorial design, 52

  6. A Field Experiment in Motivating Employee Ideas

    OpenAIRE

    Susanne Neckermann; Michael Gibbs; Christoph Siemroth

    2014-01-01

    markdownabstract__Abstract__ We study the effects of a field experiment designed to motivate employee ideas, at a large technology company. Employees were encouraged to submit ideas on process and product improvements via an online system. In the experiment, the company randomized 19 account teams into treatment and control groups. Employees in treatment teams received rewards if their ideas were approved. Nothing changed for employees in control teams. Our main finding is that rewards substa...

  7. Top management team composition and organizational ecology : A nested hierarchical selection theory of team reproduction and organizational diversity

    NARCIS (Netherlands)

    Boone, Christophe; Wezel, Filippo C.; van Witteloostuijn, Arjen; Baum, JAC; Dobrev, SD; VanWitteloostuijn, A

    2006-01-01

    The "upper echelon" literature has mainly produced static empirical studies on the impact of top management team composition on organizational outcomes, ignoring the dynamics of industrial demography. Organizational ecology explicitly studied the dynamics of organizational diversity at the

  8. Building the occupational health team: keys to successful interdisciplinary collaboration.

    Science.gov (United States)

    Wachs, Joy E

    2005-04-01

    Teamwork among occupational health and safety professionals, management, and employees is vital to solving today's complex problems cost-effectively. No single discipline can meet all the needs of workers and the workplace. However, teamwork can be time-consuming and difficult if attention is not given to the role of the team leader, the necessary skills of team members, and the importance of a supportive environment. Bringing team members together regularly to foster positive relationships and infuse them with the philosophy of strength in diversity is essential for teams to be sustained and work to be accomplished. By working in tandem, occupational health and safety professionals can become the model team in business and industry delivering on their promise of a safe and healthy workplace for America's work force.

  9. Stereotypes of older employees compared to younger employees in Slovenian companies

    OpenAIRE

    Rožman, Maja; Treven, Sonja; Čančer, Vesna

    2016-01-01

    Human resource management has an important impact on age diversity in companies. Age diversity in the workplace is growing and older employees are staying longer in the workforce, therefore it is important that employers can create a positive environment for age diverse employees. This paper introduces the difference in stereotypes in the workplace between older and younger employees in Slovenian companies. The main goal of this paper is to present the importance of age diversity and their ag...

  10. ‘Would you like to talk about that?’ How and when group emotional awareness enhances effectiveness of gender diverse teams

    Directory of Open Access Journals (Sweden)

    Smaranda Boros

    2013-10-01

    Full Text Available The aim of this paper is to explore the moderating role of group emotional awareness and diversity beliefs inthe relationship between gender diversity and group effectiveness. In study 1 (cross-sectional survey in 31organizational teams, the interaction effect between diversity and awareness suggests that awareness contributes toa larger extent to team effectiveness in gender homogenous rather than heterogeneous teams. Considering themoderating role of diversity beliefs for the outcomes of diversity, in study 2 (an experimental study on 21 studentproject teams we look at the interaction of diversity beliefs and group emotional awareness. Results suggest that apositive framing of diversity has the strongest positive impact on effectiveness. However, group emotionalawareness cancels the negative framing effect of diversity on effectiveness. Our data gives evidence for theexistence of an affective, rather than cognitive path to reaping the benefits of gender diversity without paying theprice elicited by categorization.

  11. Stereotypes of older employees compared to younger employees in Slovenian companies

    Directory of Open Access Journals (Sweden)

    Maja Rožman

    2016-01-01

    Full Text Available Human resource management has an important impact on age diversity in companies. Age diversity in the workplace is growing and older employees are staying longer in the workforce, therefore it is important that employers can create a positive environment for age diverse employees. This paper introduces the difference in stereotypes in the workplace between older and younger employees in Slovenian companies. The main goal of this paper is to present the importance of age diversity and their age difference in stereotypes in the workplace. The paper is based on a research including a survey between two age groups of employees. We classified younger employees in the group of under 50 years of age and older employees in the group of above 50 years of age. For data analysis we used the non-parametric Mann-Whitney U test to verify the differences in stereotypes in the workplace between two groups. Results show that there are significant differences in all of the variables describing stereotypes in the workplace between younger and older employees in Slovenian companies.

  12. Teams make it work: how team work engagement mediates between social resources and performance in teams.

    Science.gov (United States)

    Torrente, Pedro; Salanova, Marisa; Llorens, Susana; Schaufeli, Wilmar B

    2012-02-01

    In this study we analyze the mediating role of team work engagement between team social resources (i.e., supportive team climate, coordination, teamwork), and team performance (i.e., in-role and extra-role performance) as predicted by the Job Demands-Resources Model. Aggregated data of 533 employees nested within 62 teams and 13 organizations were used, whereas team performance was assessed by supervisor ratings. Structural equation modeling revealed that, as expected, team work engagement plays a mediating role between social resources perceived at the team level and team performance as assessed by the supervisor.

  13. Cultural Diversity in Military Teams: Which Factors Influence Effectiveness?

    Science.gov (United States)

    2008-12-01

    TNO-DV2008A513 Opdrachtnummer Datum december 2008 Auteur (s) dr. I.M. Wetzer dr. D.A. van Hemert Rubricering rapport Ongerubriceerd TM0...been reported. Based on Allport’s (1954) intergroup contact theory , positive effects of intercultural contact may occur under certain conditions...diversity on perceived team effectiveness, but only at the 11-30% level. In contrast, social identity theory would lead one to expect negative effects of

  14. A New Concept of Working Environment Improvement Within Multicultural Teams

    Science.gov (United States)

    Makraiová, Jana; Cagáňová, Dagmar; Čambál, Miloš

    2012-12-01

    Multicultural team leaders under the conditions of globalisation process must understand that acquiring cultural awareness and diversity management skills is one of the premises for gaining competitive advantage and satisfying the employeeś need for social cohesion. The concept presented in this paper goes beyond standard understanding of what cultural diversity management means, as it is not perceived as a set of activities that a business as a whole should be responsible for, but encourage every leader to take responsibility for its own awareness firstly. After understanding that cross-cultural competence is a lifelong learning process it is possible to start recognising one’s own cultural mindset before attempting to recognise those of people from other cultures. At this point it is a right time to spread the experience amongst other team members or associates.

  15. The Influence of Individual Personalities Towards Team Performance at PT. Bpr Prisma Dana Manado

    OpenAIRE

    Untu, Mario Rahmat

    2014-01-01

    In today€™s global and competitive environment, one of the more often debated issues in the study of organizational behavior is the effects of workforce diversity such as personality on team performance. Workforce diversity refers to employee€™s individual differences and similarities. It stands for individuality that includes personality, gender, race, nationality, ethnicity, region, income, marital status, work experience, perceptions among others. The purpose of this study was to examine h...

  16. Making sense of diversity in the workplace: organizational justice and language abstraction in employees' accounts of diversity-related incidents.

    Science.gov (United States)

    Roberson, Quinetta M; Stevens, Cynthia Kay

    2006-03-01

    To discern patterns of employee sense-making about workplace diversity, the authors analyzed 751 natural language accounts of diversity incidents from 712 workers in one department of a large organization. Six generic incident types emerged: discrimination, representation, treatment by management, work relationships, respect between groups, and diversity climates. Consistent with hypotheses, incidents that respondents viewed as negative, accounts from women, and those involving members of respondents' in-groups were more likely to cite justice issues. Partially consistent with research on the linguistic intergroup bias, both negative and positive accounts involving out-group members and accounts from men were more likely to be expressed using abstract verb forms. The authors discuss future opportunities to integrate research on diversity, justice, and the linguistic category model.

  17. Leisure managers’ perceptions of employee diversity and impact of employee diversity

    NARCIS (Netherlands)

    Garib, Y.R.

    2013-01-01

    This aim of the study is to gain more insight in diversity perceptions and the diversity benefits in the leisure industry by investigating the impact of leisure managers’ diversity perceptions on organizational performance perceptions. The diversity typology of Harrison and Klein (2007) based on

  18. Exploring the links Between interdependence, team learning and a shared understanding among team members: The case of teachers facing an educational innovation.

    NARCIS (Netherlands)

    Runhaar, P.R.; Brinke, D.; Kuijpers, M.; Wesselink, R.; Mulder, M.

    2014-01-01

    Teams are increasingly regarded as the building blocks of organizations, for teams of employees are better able to deal with complex problems and ever-changing demands than individual employees. The effectiveness of teams depends, to a large extent, on team members learning together and developing a

  19. Exploring the links between interdependence, team learning and a shared understanding among team members: the case of teachers facing an educational innovation

    NARCIS (Netherlands)

    Runhaar, Piety; Ten Brinke, Diana; Kuijpers, Marinka; Wesselink, Renate; Mulder, Martin

    2018-01-01

    Teams are increasingly regarded as the building blocks of organizations, for teams of employees are better able to deal with complex problems and ever-changing demands than individual employees. The effectiveness of teams depends, to a large extent, on team members learning together and developing a

  20. How Diversity Matters in the US Science and Engineering Workforce: A Critical Review Considering Integration in Teams, Fields, and Organizational Contexts

    Directory of Open Access Journals (Sweden)

    Laurel Smith-Doerr

    2017-04-01

    Full Text Available How the race and gender diversity of team members is related to innovative science and technology outcomes is debated in the scholarly literature. Some studies find diversity is linked to creativity and productivity, other studies find that diversity has no effect or even negative effects on team outcomes. Based on a critical review of the literature, this paper explains the seemingly contradictory findings through careful attention to the organizational contexts of team diversity. We distinguish between representational diversity and full integration of minority scientists. Representational diversity, where organizations have workforces that match the pool of degree recipients in relevant fields, is a necessary but not sufficient condition for diversity to yield benefits. Full integration of minority scientists (i.e., including women and people of color in an interaction context that allows for more level information exchange, unimpeded by the asymmetrical power relationships that are common across many scientific organizations, is when the full potential for diversity to have innovative outcomes is realized. Under conditions of equitable and integrated work environments, diversity leads to creativity, innovation, productivity, and positive reputational (status effects. Thus, effective policies for diversity in science and engineering must also address integration in the organizational contexts in which diverse teams are embedded.

  1. GDOT employee survey.

    Science.gov (United States)

    2017-07-04

    The research team worked in collaboration with GDOT to conduct the 2016 GDOT Employee Survey. This research study aimed to increase the response rate and the usefulness of the feedback from the GDOT employee survey to support organizational decisions...

  2. Management capabilities, innovation, and gender diversity in the top management team: An empirical analysis in technology-based SMEs

    Directory of Open Access Journals (Sweden)

    Jenny María Ruiz-Jiménez

    2016-04-01

    Full Text Available The paper analyzes the influence of management capabilities on the innovation performance of technology-based SMEs and the role that gender diversity in the top management team plays in this relationship. We use a sample of 205 Spanish SMEs from technology sectors and a hierarchical regression analysis to test our hypotheses. The results confirm that management capabilities affect both product and process innovation positively. In addition, gender diversity in the top management team moderates this relationship positively. In other words, management capabilities have a greater influence on both product and process innovation when the management team is more balanced in number of men and women. This study contributes to better understanding of the factors that explain how management capabilities translate into greater organizational achievements and argues the need to analyze the role of top management teams and their composition more extensively, especially in the context of technology SMEs. The study also contributes new evidence to the small number of studies that analyze the effect of gender diversity in top management teams on innovation.

  3. The interplay of diversity training and diversity beliefs on team creativity in nationality diverse teams

    NARCIS (Netherlands)

    Homan, A.C.; Buengeler, C.; Eckhoff, R.A.; van Ginkel, W.P.; Voelpel, S.C.

    2015-01-01

    Attaining value from nationality diversity requires active diversity management, which organizations often employ in the form of diversity training programs. Interestingly, however, the previously reported effects of diversity training are often weak and, sometimes, even negative. This situation

  4. Tainted visions: The effect of visionary leader behaviors and leader categorization tendencies on the financial performance of ethnically diverse teams.

    NARCIS (Netherlands)

    Greer, L. L.; Homan, A.C.; de Hoogh, A. H. B.; Den Hartog, D. N.

    2012-01-01

    Despite the increasing prevalence of ethnic diversity, findings regarding its effects on team performance remain contradictory. We suggest that past inconsistencies can be reconciled by examining the joint impact of leader behavior and leader categorization tendencies in ethnically diverse teams. We

  5. Tainted visions: the effects of visionary leader behaviors and leader categorization tendencies on the financial performance of ethnically diverse teams

    NARCIS (Netherlands)

    Greer, L.L.; Homan, A.C.; de Hoogh, A.H.B.; den Hartog, D.N.

    2012-01-01

    Despite the increasing prevalence of ethnic diversity, findings regarding its effects on team performance remain contradictory. We suggest that past inconsistencies can be reconciled by examining the joint impact of leader behavior and leader categorization tendencies in ethnically diverse teams. We

  6. Benefits for employees with children with ADHD: findings from the Collaborative Employee Benefit Study.

    Science.gov (United States)

    Perrin, James M; Fluet, Chris; Kuhlthau, Karen A; Anderson, Betsy; Wells, Nora; Epstein, Susan; Allen, Debby; Tobias, Carol

    2005-02-01

    Parents of most children with attention-deficit hyperactivity disorder (ADHD) are employed. Employers have interest in decreasing employee absenteeism and improving workplace productivity, partly through employee benefits. The authors interviewed employers to (1) determine how they view the needs of employees with children with ADHD and (2) identify benefits that might help employees with children with ADHD. The authors carried out a systematic interview study of mainly family-friendly, large employers in four U.S. urban markets (Boston, Cleveland, Miami, Seattle). Multidisciplinary interview teams used a protocol to gather basic company information, benefit philosophy, current insurance and other employee benefits, and knowledge of ADHD and its impacts on employees. Initially, the interview team and then the larger project team reviewed all protocols for common themes. The authors interviewed staff of 41 employers (human resource managers, work/life program directors, benefits directors). Only 15 of 41 interviewees knew about ADHD, its prevalence, or its effects on parents. They had little knowledge of how differences in managed behavioral health may affect families' access to diagnostic and treatment services for ADHD, although most had experience with primary care management of depression among employees. Employers offer a variety of other benefits, including work/life and employee assistance programs, occasionally providing employees help with caring for a child with a mental health condition, on-site parent training programs, or assistance with child care. Other potentially useful employee benefits include flexible work and leave policies and information and referral services that can link parents with community programs. Although employers have limited awareness of ADHD and its potential effect on employees' work, this study identified opportunities to improve both health insurance and other benefits for employees with children with ADHD.

  7. Healthy Team Healthy U: A Prospective Validation of an Evidence-based Worksite Health Promotion and Wellness Platform

    Directory of Open Access Journals (Sweden)

    Linn eGoldberg

    2015-08-01

    Full Text Available Objective: To evaluate the effects of a research tested, team-based health promotion and wellness program combined with digital technologies and implemented in a diverse worksite setting among hospital, clinic and university employees. Methods: A prospective cohort study of employees completing biometrics and questionnaires before and after the initial 12-session wellness program and its 12-session booster, one year later. Results: After both the initial intervention and booster, blood pressure and weight were reduced, with greater reductions among employees with pre-hypertension and hypertension and those with a BMI > 25. After both the initial intervention and booster, there was a significant increase in, 1 daily intake of fruit and vegetable servings; 2 days per week of > 30 minutes of exercise; 3 days per week of strength training and 4 levels of moderately vigorous and vigorous daily physical activity. Self-reported indices of depression and work related stress were reduced, while participants reported increased happiness after the initial program and booster. Post booster, average sleep quality and sleep duration increased, among higher risk employees reporting < 6 hours of daily sleep. Employees reported receiving encouragement from co-workers to engage in healthful activities, exercising with fellow employees more, and indicated they would recommend the program to co-workers. Longitudinal analysis revealed the durability of the initial intervention outcomes with further beneficial effects after the booster. Conclusion: A research-tested, comprehensive team-based health promotion and wellness program, combined with digital technologies, positively impacted employee health behaviors, mood, sleep, worker cohesion and biometrics among a diverse multi-site workforce. Positive program effects were durable, with enhanced results after the booster.

  8. Gender diversity in teams

    OpenAIRE

    Ghazala Azmat

    2014-01-01

    Women’s representation on corporate boards, political committees, and other teams is increasing, in part because of legal mandates. Data on team dynamics and gender differences in preferences (risk-taking behavior, taste for competition, prosocial behavior) show how gender composition influences group decision-making and subsequent performance through channels such as investment decisions, internal management, corporate governance, and social responsibility.

  9. Employee perceptions of the management of cultural diversity and workplace transformation

    Directory of Open Access Journals (Sweden)

    Pascal S. Zulu

    2009-05-01

    Full Text Available This study assesses managerial perceptions of the management of cultural diversity and workplace transformation in three production companies in Gauteng. A sample comprising 668 employees was drawn from a population of 1 259 (53% response rate using simple random sampling and data were collected through self-developed questionnaires and personal interviews. Data were analysed using descriptive and inferential statistics. The results indicate that whilst the South African Transformation (SAT Agenda has propelled change in the political and economic spheres, similar developments have not been realised in the South African labour market. Hence, based on the findings, recommendations are made to enhance the management of cultural diversity and workplace transformation, and the need for urgent government intervention, through legislative amendments, is emphasised.

  10. Employee Driven Innovation in Team (EDIT)

    DEFF Research Database (Denmark)

    Kristiansen, Marianne; Bloch-Poulsen, Jørgen

    2010-01-01

    existing organizational routines and work practice in order to produce value for the organization, better work flow, and improved work life quality. These meetings are discussed in relation to similar organizational constructs within Scandinavian action research. The action research process made it clear....... This can be done by using, e.g., pro and con groups or a bystander. This demands, too, that team members, managers, and action researchers develop dissensus sensibility to open up for more voices, for indirect criticism, and for more democracy in the decision process trying to balance dialogues...... in multidimensional tensions between consensus and dissensus. The article grounds the complexities of this process in thick presentations of DHTMs in Team Product Support, Danfoss Solar Inverters and Team Children, Citizen Service, the Municipality of Silkeborg, Denmark. It demonstrates how these meetings created...

  11. Teams in Small Technology-Based Firms: The Roles of Diversity and Conflict Management

    Directory of Open Access Journals (Sweden)

    Mauro Enrique Carozzo-Todaro

    2017-07-01

    Full Text Available This paper explores the effect of diversity and conflict management on the relationship between teamwork and organizational outcomes of small technology-based firms. To study the relationship between those variables, a quantitative research was conducted. The results of the survey involving 107 small Brazilian high-tech firms show that diversity and conflict management positively moderate the relationship between teamwork and organizational outcomes. So that, at higher levels of diversity and conflict management, best organizational outcomes. At the same time, it has been verified that conflict management is important regardless the level of diversity within teams. This research sheds new light on the factors that should be considered to become teamwork more effective in this specific context.

  12. Management capabilities, innovation, and gender diversity in the top management team: An empirical analysis in technology-based SMEs

    OpenAIRE

    Ruiz-Jiménez, Jenny María; Fuentes-Fuentes, María del Mar

    2016-01-01

    The paper analyzes the influence of management capabilities on the innovation performance of technology-based SMEs and the role that gender diversity in the top management team plays in this relationship. We use a sample of 205 Spanish SMEs from technology sectors and a hierarchical regression analysis to test our hypotheses. The results confirm that management capabilities affect both product and process innovation positively. In addition, gender diversity in the top management team moderate...

  13. Employee perceptions of the influence of diversity dimensions on co-worker interactions and daily organizational operations

    Directory of Open Access Journals (Sweden)

    Atasha Reddy

    2014-11-01

    Full Text Available This study assesses employee perceptions of the influence of diversity dimensions (race, gender, religion, language, sexual orientation, attitudes, values, work experience, physical ability, economic status, personality on their interactiions with co-workers as well as on their organization in its daily operations. These perceptions were also compared and gender related correlates were assessed. The study was undertaken in a public sector Electricity Department in KwaZulu-Natal, South Africa. The population includes 100 employees in the organization, from which a sample of 81 was drawn using simple random sampling. Data was collected using a self-developed, pre-coded, self-administered questionnaire whose reliability was assessed using Cronbach’s Coefficient Alpha. Data was analyzed using descriptive and inferential statistics. The findings reflect that employees perceive that their interactions with co-workers are most likely to be influenced by attitudes, work experience and personality and that daily organizational operations are most likely to be influenced by race, work experience and attitudes. Furthermore, religion and sexual orientation are perceived as having the least influence on co-worker interaction and day-to-day organizational operations. In the study it was also found that employees perceive that race followed by gender influences day-to-day organizational operations to a larger extent than it influences co-worker interactions. Recommendations made have the potential to enhance the management of workforce diversity

  14. Two levels of employees in self-managing teams

    DEFF Research Database (Denmark)

    Voxted, Søren

    Paperet diskutere selvstyrende teams på postsorterignscentre og pakkesorteringscentre i Post Danmark. De enkelte teams består både af en kernearbejdskraft, med særlige ansvarsopgaver. Typisk har de koordinatorfunktioner. Samtidig er der i hvert team en gruppe af midlertidig ansatte og deltidsansa...

  15. Diversity Management in Global Teams

    DEFF Research Database (Denmark)

    Clausen, Lisbeth

    2016-01-01

    implemented in the local organization? How are organizational culture, vision and images aligned with the team processes to accomplish the task? Does professional (functional) expertise influence team collaboration and finally how do individual experiences and coping strategies matter? The US and Japan...

  16. Smart or Diverse Start-up Teams?

    DEFF Research Database (Denmark)

    Hoogendoorn, Sander; Parker, Simon C.; Van Praag, Mirjam

    2017-01-01

    This paper explores the relationship between cognitive abilities and team performance in a start-up setting. We argue that performance in this setting hinges on three tasks: opportunity recognition, problem solving, and implementation. We theorize that cognitive ability at the individual level has...... others can be assigned to tasks that impose a greater cognitive load (problem solving or opportunity recognition). We present the results of a field experiment in which 573 students in 49 teams started up and managed real companies. We ensured exogenous variation in—otherwise random—team composition...... by assigning students to teams based on their measured cognitive abilities. Each team performed a variety of tasks, often involving complex decision making. The key result of the experiment is that the performance of start-up teams first increases and then decreases with ability dispersion. Strikingly, average...

  17. Teaming up

    DEFF Research Database (Denmark)

    Warhuus, Jan; Günzel-Jensen, Franziska; Robinson, Sarah

    2016-01-01

    types of team formation: random teacher pre-assigned, student selection, and teacher directed diversity. In each of these modules, ethnographic methods (interviews and observations) were employed. Additionally, we had access to students learning logs, formative and summative assessments, and final exams...... functioning entrepreneurial student teams as most teams lack personal chemistry which makes them anchor their work too much in a pre-defined project. In contrast, we find that students that can form their own teams aim for less diverse teams than what is achieved by random assignment. However, the homophily......Questions we care about (Objectives): When students have to work on challenging tasks, as it is often the case in entrepreneurship classrooms that leverage experiential learning, team success becomes central to the students learning. Yet, the formation of teams is often left up to the students...

  18. Pro-active Behaviour in Context of Team Climate

    Directory of Open Access Journals (Sweden)

    Ladislav Pilař

    2014-01-01

    Full Text Available Employees are considered to be the main source of creativity, innovation, change and development of the enterprise, which can be considered as key success factors. However, if the company climate does not encourage employee activity, development may slow or stagnate. This article focuses on the possibility of prediction of personal initiative and employee silence based on quantification of the team climate. Relationships between constructs (1 “Team climate” and (2 “Pro-active Behaviour” are evaluated on the basis of Exploratory and Confirmatory factor analysis. All factors of the construct “Team climate”: (T1 Future olrientation, (T2 Peer support of change, (T3 Team Vision and (T4 Regular Contact, have a significant impact on the factors of the construct “Pro-active Behaviour”: (P1 Initiative and a negative impact on (P2 Defence silence. No statistically significant effect in relation to the factors (P3 Loyalty and (P4 Stagnation was identified. The effects, in relation to the initiative of the employees were identified in the interval r = |0.305| − |0.488|. The factor of Defence silence of employees effects “Team climate” factors in the interval r = |0.329| − |0.550|. In both cases this concerns medium dependence. The research results can be used to quantify the quality of team climate in order to enhance the individuals’ long-term initiative and organisational effectiveness. This knowledge serves managers as the basis for leadership and development of pro-active behaviour of team members.

  19. The Interactive Role of Temporal Team Leadership in the Telecom Sector of Pakistan: Utilizing Temporal Diversity for Sustainable Knowledge Sharing

    Directory of Open Access Journals (Sweden)

    Usama Najam

    2018-04-01

    Full Text Available Human or social dimensions need to be significantly considered to maintain organizational sustainability. Unfortunately, this aspect has received relatively little attention when compared to other dimensions of sustainability. This study promotes the presence of a leader to manage conflicts, which cause hindrances in achieving sustainability. This is possible by maximizing sustainable knowledge sharing in a team, by effectively utilizing temporal diversity, including time urgency, time perspective, and pacing style diversity under a certain time pressure. This study has examined the effect of temporal diversity on knowledge sharing within teams by taking temporal conflict as a mediator. Moreover, it was also investigated whether the role of team temporal leadership is effective in utilizing the conflicts arising from the temporal diversity. The research design was quantitative in nature. A purposive sampling technique was used to gather data from 100 dyads working in the telecom sector of Pakistan, by distributing questionnaires. The findings suggest that team temporal leadership plays an effective role when a conflict arises rather than after it has arisen because more time and resources will be required to resolve such conflicts arising from temporal diversity. When the temporal diversity is low, the leader can manage the conflicts quite well, but as the diversity increases, the role of the temporal leader become much harder which may cause increased conflicts because of the limited capacity of a leader to manage those conflicts. Furthermore, it was observed that conflicts, if managed properly, may lead to increased knowledge sharing.

  20. Being trusted: How team generational age diversity promotes and undermines trust in cross-boundary relationships.

    Science.gov (United States)

    Williams, Michele

    2016-04-01

    We examine how demographic context influences the trust that boundary spanners experience in their dyadic relationships with clients. Because of the salience of age as a demographic characteristic as well as the increasing prevalence of age diversity and intergenerational conflict in the workplace, we focus on team age diversity as a demographic social context that affects trust between boundary spanners and their clients. Using social categorization theory and theories of social capital, we develop and test our contextual argument that a boundary spanner's experience of being trusted is influenced by the social categorization processes that occur in dyadic interactions with a specific client and, simultaneously, by similar social categorization processes that influence the degree to which the client team as a whole serves as a cooperative resource for demographically similar versus dissimilar boundary spanner-client dyads. Using a sample of 168 senior boundary spanners from the consulting industry, we find that generational diversity among client team members from a client organization undermines the perception of being trusted within homogeneous boundary spanner-client dyads while it enhances the perception of being trusted within heterogeneous dyads. The perception of being trusted is an important aspect of cross-boundary relationships because it influences coordination and the costs associated with coordination. © 2015 The Author Journal of Organizational Behavior Published by John Wiley & Sons Ltd.

  1. What Differences Make a Difference? The Promise and Reality of Diverse Teams in Organizations.

    Science.gov (United States)

    Mannix, Elizabeth; Neale, Margaret A

    2005-10-01

    -As the workplace has become increasingly diverse, there has been a tension between the promise and the reality of diversity in team process and performance. The optimistic view holds that diversity will lead to an increase in the variety of perspectives and approaches brought to a problem and to opportunities for knowledge sharing, and hence lead to greater creativity and quality of team performance. However, the preponderance of the evidence favors a more pessimistic view: that diversity creates social divisions, which in turn create negative performance outcomes for the group. Why is the reality of diversity less than the promise? Answering this requires understanding a variety of factors, including how diversity is defined and categorized, and the moderating as well as mediating processes that affect the diversity-process-performance linkage. We start with a definition. The word diversity has been used to refer to so many types of differences among people that the most commonly used definition-"any attribute that another person may use to detect individual differences" (Williams & O'Reilly, 1998, p. 81)-while accurate, is also quite broad. As a result, various categorization schemes based on factors such as race or gender, or based on proportions such as the size of the minority, have been used to further refine the definition of diversity in teams. The choices researchers have made in using these categorization schemes, however, do lead to particular tradeoffs. Factor approaches, for example, allow an examination of multiple types of diversity and the interactions among them but ignore the sizes of factions and subgroups. Proportional approaches allow the consideration of minority-group size, and hence the study of issues such as tokenism, but also tend to focus on only one type of diversity and thereby overestimate its relevance relative to other types. The underlying effects of diversity, whichever way it is defined and categorized, have typically been

  2. Managing Your Team's Weakest Link.

    Science.gov (United States)

    Hills, Laura

    2015-01-01

    Do you have a poor-performing employee on your medical practice team? If so, you're not alone. Unfortunately, this is a problem that many medical practice managers face. This article describes the best strategies for managing your team's weakest link. It explores common yet very difficult circumstances that cause low employee performance and that test the patience, heart, and skills of a practice manager. It guides readers through a process of self-discovery to determine whether their negative biases or grudges may be causing employees to perform poorly. It suggests several possible other reasons for weak employee performance, including problems with the job, practice, leadership, communication, and fit between the employee and the job. This article also suggests the best strategy for communicating concerns about performance to the weakest-link employee. It offers guidance to practice managers about protecting their time and energy when handling a poor performer. It provides a simple formula for calculating the cost of a low-performing employee, 10 possible personal reasons for the employee's poor work performance, specific questions to ask to uncover the reasons for poor performance, and an eight-rule strategy for confronting poor performance effectively. Finally, this article offers practice managers a practical strategy for handling resistance from their weakest link, illustrated with a sample dialogue.

  3. Advance Care Planning: Understanding Clinical Routines and Experiences of Interprofessional Team Members in Diverse Health Care Settings.

    Science.gov (United States)

    Arnett, Kelly; Sudore, Rebecca L; Nowels, David; Feng, Cindy X; Levy, Cari R; Lum, Hillary D

    2017-12-01

    Interprofessional health care team members consider advance care planning (ACP) to be important, yet gaps remain in systematic clinical routines to support ACP. A clearer understanding of the interprofessional team members' perspectives on ACP clinical routines in diverse settings is needed. One hundred eighteen health care team members from community-based clinics, long-term care facilities, academic clinics, federally qualified health centers, and hospitals participated in a 35-question, cross-sectional online survey to assess clinical routines, workflow processes, and policies relating to ACP. Respondents were 53% physicians, 18% advanced practice nurses, 11% nurses, and 18% other interprofessional team members including administrators, chaplains, social workers, and others. Regarding clinical routines, respondents reported that several interprofessional team members play a role in facilitating ACP (ie, physician, social worker, nurse, others). Most (62%) settings did not have, or did not know of, policies related to ACP documentation. Only 14% of settings had a patient education program. Two-thirds of the respondents said that addressing ACP is a high priority and 85% felt that nonphysicians could have ACP conversations with appropriate training. The clinical resources needed to improve clinical routines included training for providers and staff, dedicated staff to facilitate ACP, and availability of patient/family educational materials. Although interprofessional health care team members consider ACP a priority and several team members may be involved, clinical settings lack systematic clinical routines to support ACP. Patient educational materials, interprofessional team training, and policies to support ACP clinical workflows that do not rely solely on physicians could improve ACP across diverse clinical settings.

  4. Softball Games Bring NCI and Leidos Biomed Employees Together | Poster

    Science.gov (United States)

    NCI and Leidos Biomed employees took to the fields at Nallin Pond for the third annual slow-pitch softball games on August 26. The series attracted 54 employees who were divided into four teams, Red, Blue, Gray, and White, and they were cheered on by about 40 enthusiastic spectators. In the first set of games, the Gray team defeated the Blue team, 15–8, and the White team

  5. Exploring workplace diversity and organisational effectiveness: A South African exploratory case study

    Directory of Open Access Journals (Sweden)

    J. Veli Mazibuko

    2017-11-01

    Full Text Available Orientation: Transformation and managing diversity are organisational imperatives, especially in South Africa. Thus, it is important for international companies with major operations in South Africa (SA to embrace the benefits of managing a divergent workforce and translate this for organisational benefits. Research purpose: The article explores the perceptions of management and staff on diversity and its value to the organisation, by empirically evaluating the relationship with organisational effectiveness and performance through the development and testing of five hypotheses. Motivation for the study: Legislation has made it mandatory for transformation of the South African workplace and ensuring that diversity is embraced. However, not all companies have fully understood the benefits of recruiting and managing diverse teams for the benefit of the organisation. Research approach, design and method: Both quantitative and qualitative approaches were used, whereby a survey was conducted among 227 employees using the Towers Watson Employment Employee Insight Survey (EIS. Inferential statistical techniques were used to test relationships among related variables postulated through five hypotheses. Main findings: It was ascertained that understanding and managing diversity has played a pivotal role in the (research organisation’s performance and effectiveness over the past 5 years. More specifically, diversity management created room for appreciation, innovation and creativity that gave the organisations an edge to tackle diverse markets. Practical/managerial applications: South Africa has a diverse population, and when individuals join an organisation, they bring a unique set of characteristics referred to as personalities, which, through the socialisation process, get assimilated into teams’ norms and values, and the culture of the organisation. Managing diversity in the workplace is part of employee retention and attraction, with the intention

  6. Virtual Team Governance: Addressing the Governance Mechanisms and Virtual Team Performance

    Science.gov (United States)

    Zhan, Yihong; Bai, Yu; Liu, Ziheng

    As technology has improved and collaborative software has been developed, virtual teams with geographically dispersed members spread across diverse physical locations have become increasingly prominent. Virtual team is supported by advancing communication technologies, which makes virtual teams able to largely transcend time and space. Virtual teams have changed the corporate landscape, which are more complex and dynamic than traditional teams since the members of virtual teams are spread on diverse geographical locations and their roles in the virtual team are different. Therefore, how to realize good governance of virtual team and arrive at good virtual team performance is becoming critical and challenging. Good virtual team governance is essential for a high-performance virtual team. This paper explores the performance and the governance mechanism of virtual team. It establishes a model to explain the relationship between the performance and the governance mechanisms in virtual teams. This paper is focusing on managing virtual teams. It aims to find the strategies to help business organizations to improve the performance of their virtual teams and arrive at the objectives of good virtual team management.

  7. Consequences of organizational commitment in abolished company sports team - a case study in Japan.

    Science.gov (United States)

    Honda, Yuki; Hochi, Yasuyuki; Mizuno, Motoki

    2012-01-01

    The purpose of this study was to show that how the abolishment of company sports team influenced the organizational commitment in employees. In this study, Three-Component Model of Organizational Commitment (Meyer and Allen, 1997) was tested with 16 employees (10 males, 6 females) of T Company in NAGANO prefecture. The average age of the participants was 44, 50 years (SD=±0.85). And from 16 employees, 3 male employees were measured on organizational commitment with interview test. According to the analysis, the relation between organizational commitment in employees and the abolishment of company sports team was not positive significant correlation. Furthermore, results of interview test did not show the relation between organizational commitment in employees and the abolishment of company sports team. However, results of interview test showed the relation with organizational commitment of players in T Company sports team. Consequently, the goal to possess a sports team in T Company was not to boost organizational commitment in employees. In addition, it is necessary to reconsider the correlation among employees engaged in T Company in the future.

  8. Transforming Virtual Teams

    DEFF Research Database (Denmark)

    Bjørn, Pernille

    2005-01-01

    Investigating virtual team collaboration in industry using grounded theory this paper presents the in-dept analysis of empirical work conducted in a global organization of 100.000 employees where a global virtual team with participants from Sweden, United Kingdom, Canada, and North America were...... studied. The research question investigated is how collaboration is negotiated within virtual teams? This paper presents findings concerning how collaboration is negotiated within a virtual team and elaborate the difficulties due to invisible articulation work and managing multiple communities...... in transforming the virtual team into a community. It is argued that translucence in communication structures within the virtual team and between team and management is essential for engaging in a positive transformation process of trustworthiness supporting the team becoming a community, managing the immanent...

  9. The DREAMS Team: Creating Community Partnerships through Research Advocacy Training for Diverse Older Adults

    Science.gov (United States)

    Hart, Ariel R.; Dillard, Rebecca; Perkins, Molly M.; Vaughan, Camille P.; Kinlaw, Kathy; McKay, J. Lucas; Waldrop-Valverde, Drenna; Hagen, Kimberley; Wincek, Ron C.; Hackney, Madeleine E.

    2017-01-01

    The DREAMS Team research advocacy training program helps clinical faculty and health students introduce basic clinical research concepts to diverse older adults to galvanize their active involvement in the research process. Older adults are frequently underrepresented in clinical research, due to barriers to participation including distrust,…

  10. 8 ways to build collaborative teams.

    Science.gov (United States)

    Gratton, Lynda; Erickson, Tamara J

    2007-11-01

    Executing complex initiatives like acquisitions or an IT overhaul requires a breadth of knowledge that can be provided only by teams that are large, diverse, virtual, and composed of highly educated specialists. The irony is, those same characteristics have an alarming tendency to decrease collaboration on a team. What's a company to do? Gratton, a London Business School professor, and Erickson, president of the Concours Institute, studied 55 large teams and identified those with strong collaboration despite their complexity. Examining the team dynamics and environment at firms ranging from Royal Bank of Scotland to Nokia to Marriott, the authors isolated eight success factors: (1) "Signature" relationship practices that build bonds among the staff, in memorable ways that are particularly suited to a company's business. (2) Role models of collaboration among executives, which help cooperation trickle down to the staff. (3) The establishment of a "gift culture," in which managers support employees by mentoring them daily, instead of a transactional "tit-for-tat culture", (4) Training in relationship skills, such as communication and conflict resolution. (5) A sense of community, which corporate HR can foster by sponsoring group activities. (6) Ambidextrous leadership, or leaders who are both task-oriented and relationship-oriented. (7) Good use of heritage relationships, by populating teams with members who know and trust one another. (8) Role clarity and task ambiguity, achieved by defining individual roles sharply but giving teams latitude on approach. As teams have grown from a standard of 20 members to comprise 100 or more, team practices that once worked well no longer apply. The new complexity of teams requires companies to increase their capacity for collaboration, by making long-term investments that build relationships and trust, and smart near-term decisions about how teams are formed and run.

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

    Science.gov (United States)

    Stanciu, Adrian

    2017-01-01

    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.

  12. Job crafting at the team and individual level: Implications for work engagement and performance

    NARCIS (Netherlands)

    Tims, M.; Bakker, A.B.; Derks, D.; Rhenen, van W.

    2013-01-01

    Previous research suggests that employee job crafting is positively related to job performance through employee work engagement. The present study expands this individual-level perspective to the team level by hypothesizing that team job crafting relates positively to team performance through team

  13. Managing Workplace Diversity

    Directory of Open Access Journals (Sweden)

    Harold Andrew Patrick

    2012-04-01

    Full Text Available Diversity management is a process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued. The literature on diversity management has mostly emphasized on organization culture; its impact on diversity openness; human resource management practices; institutional environments and organizational contexts to diversity-related pressures, expectations, requirements, and incentives; perceived practices and organizational outcomes related to managing employee diversity; and several other issues. The current study examines the potential barriers to workplace diversity and suggests strategies to enhance workplace diversity and inclusiveness. It is based on a survey of 300 IT employees. The study concludes that successfully managing diversity can lead to more committed, better satisfied, better performing employees and potentially better financial performance for an organization.

  14. Impact of Incentive Schemes on Employee Performance: A Case ...

    African Journals Online (AJOL)

    Impact of Incentive Schemes on Employee Performance: A Case Study of ... several factors like motivation, absenteeism, employee turnover, production and productivity, ... conditions, team work, rewarding and work satisfaction of employees.

  15. Project team motyvation

    OpenAIRE

    Jasionis, Dominykas

    2016-01-01

    The term paper is to analyze the formation of the team and its - motyvation, and interviews from four different companies and find out the leaders in terms of your team, and what principle he tries to motivate her. The Tasks of this paper is to review the organization formed by a team; investigate the promotion of employees in enterprises; The four firms interviewed; Assess how you can work in different organizations. Methods used To analyze the topic, I decided to interview four different co...

  16. THE EFFECT OF ORGANIZATIONAL CREATIVITY ON TEAM PERFORMANCE BY MEDIATING ROLE OF SELF ORGANIZATION AND TEAM PERCEPTION IN SMES, PUBLIC AND PRIVATE SECTOR

    Directory of Open Access Journals (Sweden)

    Nimet Eryigit

    2016-04-01

    Full Text Available Self evaluation of the employees and teams do not just support to increase their knowledge about their work; but also make them produce creative ideas indirectly through increasing their intrinsic motivation. Results of the empirical surveys show that working environment and intrinsic motivation have mediation effects on the relationship between the creativity of the employees and teams with their performance. Previous studies remark that self evaluation of the employees has positive effects on company and small firm (SME’s performance; but creativity is another part of the company performance and the influences on company performance and creativity are different. This study, aim of which is to understand the mediating factors in the positive effects of creativity on company performance includes theoretical and empirical findings. Results of the study reveal that team perception and self organization have different mediating effects in the relationship between creativity and team performance. There are strong and positive relationships between organizational creativity and team perception and self-organization. These variables also affect team performance in the organizations positively. The positive effect of organizational creativity on team performance and self organization reflect to the team performance positively.

  17. Creative benefits from well-connected leaders: leader social network ties as facilitators of employee radical creativity.

    Science.gov (United States)

    Venkataramani, Vijaya; Richter, Andreas W; Clarke, Ronald

    2014-09-01

    Employee radical creativity critically depends on substantive informational resources from others across the wider organization. We propose that the social network ties of employees' immediate leaders assume a central role in garnering these resources, thereby fostering their employees' radical creativity both independent of and interactively with employees' own network ties. Drawing on data from 214 employees working in 30 teams of a public technology and environmental services organization, we find that team leaders' betweenness centrality in the idea network within their teams as well as among their peer leaders provides creative benefits beyond employees' own internal and external ties. Further, employees' and leaders' ties within and external to the team interactively predict employee radical creativity. Implications for theory and practice are discussed. PsycINFO Database Record (c) 2014 APA, all rights reserved.

  18. PERSPECTIVES ON MULTIDISCIPLINARY TEAM PROCESSES AMONG HEALTHCARE EXECUTIVES: PROCESSES THAT FACILITATE TEAM EFFECTIVENESS.

    Science.gov (United States)

    Landry, Amy; Erwin, Cathleen

    2015-01-01

    Multidisciplinary teams (MDTs) are used in healthcare organizations to address both clinical and managerial functions. Despite their prevalence, little is known about how team processes work to facilitate effectiveness among MDT leadership teams. This study explores perceptions of MDT participation experienced by organizational leaders in healthcare organizations in the United States. A survey of American College of Healthcare Executives members was conducted to assess involvement and perceptions of MDTs among health care management professionals. Descriptive statistics, independent T-Tests and Chi-square analyses were used to examine participation in MDTs, perception of MDT processes, and the association of participation and perceived processes with employee and organizational characteristics. The survey yielded a sample comprised of 492 healthcare executive or executive-track employees. An overwhelming majority indicated participation in MDTs. The study identified team processes that could use improvement including communication, cooperation, and conflict resolution. The study provides evidence that can help guide the development of training programs that focus on providing managerial leaders with strategies aimed at improving communication, coordination, and conflict resolution that will improve the effectiveness of MDT functioning in healthcare organizations.

  19. The NPD team conflict

    DEFF Research Database (Denmark)

    Ma, Zheng; Lin, Chih-Cheng; Tanev, Stoyan

    2012-01-01

    elaborates on the role of culture diversity and geographical dispersion in NPD team conflict. A simulation is conducted where organizations may be regarded as complex systems to affect the team conflict with a variety of influences. The results firstly indicate that there are two dimensions of NPD team...... conflict: stable and unstable dimensions with four elements: task characteristics, group members’ relationship, cultural diversity and geographical dispersion; secondly, there are two phenomena whereby the geographical dispersion influences the NPD team interaction, and the influence between cultural...

  20. Expertness diversity and interpersonal helping in teams : Why those who need the most help end up getting the least

    NARCIS (Netherlands)

    van der Vegt, G.S.; Bunderson, J.S.; Oosterhof, A.

    2006-01-01

    This article develops and tests a multilevel theory of the intragroup dynamics and performance outcomes associated with diversity in levels of member expertise-"expertness diversity"-in task-oriented teams. Drawing from theories of power and dependence, we argue that in groups where members differ

  1. Diversity, Effort, and Cooperation in Team-Based Learning

    Science.gov (United States)

    Espey, Molly

    2018-01-01

    Student and team performance in 17 sections of an introductory microeconomic theory course taught using team-based learning are analyzed to determine what measurable characteristics of teams influence team and individual outcomes. Results suggest that team performance is positively influenced by the grade point average of the top individual on the…

  2. Effects of interdependencies in project teams

    NARCIS (Netherlands)

    Van der Vegt, G.S.; Emans, B.J.M.; Van de Vliert, E.

    The associations between task interdependence, outcome interdependence, and the effectiveness of team members were examined. The sample consisted of 181 employees at 10 engineering companies in The Netherlands. The participants evaluated their interdependence with 1 specific team member and rated

  3. Understanding the virtual team challenge – a discourse perspective on sensemaking in a global organisation

    DEFF Research Database (Denmark)

    Petersen, Nils Braad; Kampf, Constance Elizabeth

    2014-01-01

    and projects simultaneously; some virtual, some co-located. This multi-team membership complicates relationship-building within each individual team. To understand how employees make sense of this complex, or equivocal (Weick, 2001) environment, this paper adopts a discourse perspective combining Austin......The literature on virtual teams describes knowledge sharing and trust-building challenges. However, few studies take into account the complexity of the work context in these virtual teams. Key factors affecting complexity include situations in which employees are involved in several teams......’s speech act theory (1975) and Gee’s discourse analysis (2011). This perspective is used to analyze 21 interviews to understand how employees construct meaning in semi-virtual multi-team environments. The analysis shows how a few autonomous employees are able to use their extended networks in a global...

  4. How Team-Level and Individual-Level Conflict Influences Team Commitment: A Multilevel Investigation

    Science.gov (United States)

    Lee, Sanghyun; Kwon, Seungwoo; Shin, Shung J.; Kim, MinSoo; Park, In-Jo

    2018-01-01

    We investigate how two different types of conflict (task conflict and relationship conflict) at two different levels (individual-level and team-level) influence individual team commitment. The analysis was conducted using data we collected from 193 employees in 31 branch offices of a Korean commercial bank. The relationships at multiple levels were tested using hierarchical linear modeling (HLM). The results showed that individual-level relationship conflict was negatively related to team commitment while individual-level task conflict was not. In addition, both team-level task and relationship conflict were negatively associated with team commitment. Finally, only team-level relationship conflict significantly moderated the relationship between individual-level relationship conflict and team commitment. We further derive theoretical implications of these findings. PMID:29387033

  5. How Team-Level and Individual-Level Conflict Influences Team Commitment: A Multilevel Investigation

    Directory of Open Access Journals (Sweden)

    Sanghyun Lee

    2018-01-01

    Full Text Available We investigate how two different types of conflict (task conflict and relationship conflict at two different levels (individual-level and team-level influence individual team commitment. The analysis was conducted using data we collected from 193 employees in 31 branch offices of a Korean commercial bank. The relationships at multiple levels were tested using hierarchical linear modeling (HLM. The results showed that individual-level relationship conflict was negatively related to team commitment while individual-level task conflict was not. In addition, both team-level task and relationship conflict were negatively associated with team commitment. Finally, only team-level relationship conflict significantly moderated the relationship between individual-level relationship conflict and team commitment. We further derive theoretical implications of these findings.

  6. The effects on team emotions and team effectiveness of coaching in interprofessional health and social care teams.

    Science.gov (United States)

    Dimas, Isabel Dórdio; Renato Lourenço, Paulo; Rebelo, Teresa

    2016-07-01

    The purpose of this study was to examine the effects of coaching behaviours provided by peers and by the leader on the emotions experienced by interprofessional health and social care teams and on members' satisfaction with the team, as well as on team performance. Data were obtained from a survey among 344 employees working in 52 interprofessional health and social care teams from nine Portuguese organizations. The results show that leader coaching and peer coaching have a positive effect on the level of team members' satisfaction with the team and on positive emotions, and a negative effect on negative emotions. Furthermore, coaching provided by peers presents a positive effect on team performance as assessed by the leader of the team. Our findings put forward the importance of engaging in coaching behaviours to promote quality of the team experience, as well as the achievement of team performance objectives. Further studies should explore how coaching behaviours impact the patient, whose well-being is the ultimate objective of a team in the health and social care system, namely in terms of the patient's perception of quality care or patient outcomes.

  7. A Measure of Team Resilience: Developing the Resilience at Work Team Scale.

    Science.gov (United States)

    McEwen, Kathryn; Boyd, Carolyn M

    2018-03-01

    This study develops, and initial evaluates, a new measure of team-based resilience for use in research and practice. We conducted preliminary analyses, based on a cross-sectional sample of 344 employees nested within 31 teams. Seven dimensions were identified through exploratory and confirmatory factor analyses. The measure had high reliability and significant discrimination to indicate the presence of a unique team-based aspect of resilience that contributed to higher work engagement and higher self-rated team performance, over and above the effects of individual resilience. Multilevel analyses showed that team, but not individual, resilience predicted self-rated team performance. Practice implications include a need to focus on collective as well as individual behaviors in resilience-building. The measure provides a diagnostic instrument for teams and a scale to evaluate organizational interventions and research the relationship of resilience to other constructs.

  8. Employee participation and cleaner technology: learning processes in environmental teams

    DEFF Research Database (Denmark)

    Remmen, Arne; Lorentzen, Børge

    2000-01-01

    The approach to pollution prevention in Danish industries in the late-1980s and in the beginning of the 1990s met criticism, because the cleaner technology projects focused too narrowly on technical solutions implemented by experts. The objective of the project “Employee Participation in the Impl...... to improve the firms' environmental activities (e.g. setting up environmental policies, targets and action plans, implementing new procedures and technologies).......The approach to pollution prevention in Danish industries in the late-1980s and in the beginning of the 1990s met criticism, because the cleaner technology projects focused too narrowly on technical solutions implemented by experts. The objective of the project “Employee Participation...... in the Implementation of Cleaner Technology” was to develop a more active role for employees in the environmental activities of companies. Based on practical experiments in five Danish firms within different industrial sectors, the project concluded that employee participation can have a strong effect on changing...

  9. Learning from Evaluation by Peer Team: A Case Study of a Family Counselling Organization

    Science.gov (United States)

    Muniute-Cobb, Eivina I.; Alfred, Mary V.

    2010-01-01

    This qualitative study explores how employees learn from Team Primacy Concept-based employee evaluation and how they use the feedback in performing their jobs. Team Primacy Concept-based evaluation is a type of multirater evaluation. The distinctive characteristic of such evaluation is its peer feedback component during which the employee's…

  10. Top Management Team Diversity and Company Performance: The moderating effect of Organization Life Cycle

    Directory of Open Access Journals (Sweden)

    Emil Velinov

    2016-12-01

    Full Text Available The research paper examines the moderating impact of Organizational Life Cycle on the relationship between Top Management Team Diversity and Company Performance. The study first elaborates and establishes the theoretical link between organization lifecycle and composition of management elites. Second, a quantitative empirical study is conducted to test the OLC stages moderating impact on the upper echelons diversity and firm performance of the top companies in the Czech Republic. A detailed procedure is developed to accurately classify organizations at different lifecycle stages, drawing extensively on existing literature and scales. Paper findings state that more mature the company becomes, more diversified the senior management is regardless the firm performance. Also, the industry dynamism impact has its own role in the relationship between the organization life cycle and senior management diversity which is expressed by the paper findings as well.

  11. Antecedents of team potency and team effectiveness: an examination of goal and process clarity and servant leadership.

    Science.gov (United States)

    Hu, Jia; Liden, Robert C

    2011-07-01

    Integrating theories of self-regulation with team and leadership literatures, this study investigated goal and process clarity and servant leadership as 3 antecedents of team potency and subsequent team effectiveness, operationalized as team performance and organizational citizenship behavior. Our sample of 304 employees represented 71 teams in 5 banks. Results showed that team-level goal and process clarity as well as team servant leadership served as 3 antecedents of team potency and subsequent team performance and team organizational citizenship behavior. Furthermore, we found that servant leadership moderated the relationships between both goal and process clarity and team potency, such that the positive relationships between both goal and process clarity and team potency were stronger in the presence of servant leadership.

  12. Broadening Your Employee Benefit Portfolio.

    Science.gov (United States)

    Blaski, Nancy J.; And Others

    1989-01-01

    Cost increases and realization of the diverse needs of employees have prompted organizations to review the cost and value of employee benefits. Examines alternatives including "cafeteria plans," managed care programs, and disability income plans. (MLF)

  13. Team-level flexibility, work-home spillover, and health behavior.

    Science.gov (United States)

    Moen, Phyllis; Fan, Wen; Kelly, Erin L

    2013-05-01

    Drawing on two waves of survey data conducted six months apart in 2006, this study examined the impacts of a team-level flexibility initiative (ROWE--results only work environment) on changes in the work-home spillover and health behavior of employees at the Midwest headquarters of a large U.S. corporation. Using cluster analysis, we identified three distinct baseline spillover constellations: employees with high negative spillover, high positive spillover, and low overall spillover. Within-team spillover measures were highly intercorrelated, suggesting that work teams as well as individuals have identifiable patterns of spillover. Multilevel analyses showed ROWE reduced individual- and team-level negative work-home spillover but not positive work-home spillover or spillover from home-to-work. ROWE also promoted employees' health behaviors: increasing the odds of quitting smoking, decreasing smoking frequency, and promoting perceptions of adequate time for healthy meals. Trends suggest that ROWE also decreased the odds of excessive drinking and improved sleep adequacy and exercise frequency. Some health behavior effects were mediated via reduced individual-level negative work-home spillover (exercise frequency, adequate time for sleep) and reduced team-level negative work-home spillover (smoking frequency, exercise frequency, and adequate time for sleep). While we found no moderating effects of gender, ROWE especially improved the exercise frequency of singles and reduced the smoking frequency of employees with low overall spillover at baseline. Copyright © 2013. Published by Elsevier Ltd.

  14. Principles and guidelines for diversity in teamwork

    Energy Technology Data Exchange (ETDEWEB)

    Berman, M.; Crespin, G.; Garcia, L.R.; Jansma, R.; Lovato, L.; Randall, G.; Sanchez, A.

    1994-08-01

    As part of Sandia`s Corporate Diversity Program, a Diversity Action Team was assembled to study the impact of diversity on teamwork. We reviewed the available literature on successful teaming, both with homogeneous (more alike than different) and heterogeneous teams. Although many principles and guidelines for successful homogeneous teams also apply to diverse teams, we believe that a document concentrating on diverse teams will be useful both for Sandians and for the outside world.

  15. Gender and tenure diversity in GitHub teams

    NARCIS (Netherlands)

    Vasilescu, B.N.; Posnett, D.; Ray, B.; Brand, van den M.G.J.; Serebrenik, A.; Devanbu, P.; Filkov, V.

    2015-01-01

    Software development is usually a collaborative venture. Open Source Software (OSS) projects are no exception; indeed, by design, the OSS approach can accommodate teams that are more open, geographically distributed, and dynamic than commercial teams. This, we find, leads to OSS teams that are quite

  16. Occupational emerging risks affecting international virtual project Team Results

    Directory of Open Access Journals (Sweden)

    Dumitraşcu-Băldău Iulia

    2017-01-01

    Full Text Available The expansion of internet access, high-speed connection services, collaborative work platforms and tools, allowed employees to interact virtually offering companies the possibility to develop projects around the world, reducing operational costs and gain competitive advantage. Realizing the advantages and disadvantages of developing a project team in an international virtual work environment, requires adopting specific strategies to construct an effective team and ensure the project success. One of the most important disadvantages that we identified is that the new work environment brings new risks for both team members and managers. So, it becomes mandatory to identify and analyze the occupational emerging risks and their impact on the productivity of virtual team members, in order to prevent them efficiently and to ensure the safety and health of employees in a virtual working environment. This paper aims to highlight the necessity for project managers and organizations, to include in their specific project strategies, an efficient occupational risks management in the virtual workplace, to obtain a continuously improved virtual working environment, so to achieve a high performance from virtual employees.

  17. The Ability–Motivation–Opportunity Framework for Team Innovation: Efficacy Beliefs, Proactive Personalities, Supportive Supervision and Team Innovation

    Directory of Open Access Journals (Sweden)

    Jana Krapež Trošt

    2016-01-01

    Full Text Available Based on ability–motivation–opportunity theoretical framework, the study explores the interplay among team members’ proactive personalities (abilities, collective efficacy (motivation, and supportive supervision (opportunity, and their interaction in predicting team innovation. Multi-level study of 249 employees nested within 64 teams from one German and three Slovenian hi-tech companies showed that collective efficacy was positively related to team innovation. However, the effect of collective efficacy on team innovation was weaker when high levels of supportive supervision and proactivity moderated this relationship. When teams perceived lower levels of collective efficacy, team proactivity, and supportive supervision were more important for achieving higher levels of team innovation as they were when teams perceived lower levels of motivation. We discuss theoretical and practical implications

  18. Saving money through employee motivation and participation

    Energy Technology Data Exchange (ETDEWEB)

    1977-01-01

    Participation by employees at an industrial plant in an energy conserving program is important. People motivation - the key to a successful energy conservation program - is discussed. The following topics are discussed: support from the top, building a dynamic team, motivating through measurement, involving all employees, and making conservation second nature.

  19. 77 FR 67743 - Federal Employees Health Benefits Program Coverage for Certain Intermittent Employees

    Science.gov (United States)

    2012-11-14

    ... employees who work on intermittent schedules eligible to be enrolled in a health benefits plan under the... put their health and safety at risk in order to assist those who have been affected by the storm... health insurance coverage based on the potentially diverse work schedules of intermittent employees...

  20. The impact of team and work characteristics on team functioning

    NARCIS (Netherlands)

    Molleman, E.; Slomp, J.

    2006-01-01

    In this article, the authors seek to strengthen the theoretical foundation of team and cell formation through the inclusion of human factors. They distinguish three types of team characteristics: global, shared, and compositional attributes. In this last category, they also deal with diversity in

  1. The effects of team reflexivity on psychological well-being in manufacturing teams.

    Science.gov (United States)

    Chen, Jingqiu; Bamberger, Peter A; Song, Yifan; Vashdi, Dana R

    2018-04-01

    While the impact of team reflexivity (a.k.a. after-event-reviews, team debriefs) on team performance has been widely examined, we know little about its implications on other team outcomes such as member well-being. Drawing from prior team reflexivity research, we propose that reflexivity-related team processes reduce demands, and enhance control and support. Given the centrality of these factors to work-based strain, we posit that team reflexivity, by affecting these factors, may have beneficial implications on 3 core dimensions of employee burnout, namely exhaustion, cynicism, and inefficacy (reduced personal accomplishment). Using a sample of 469 unskilled manufacturing workers employed in 73 production teams in a Southern Chinese factory, we implemented a time lagged, quasi-field experiment, with half of the teams trained in and executing an end-of-shift team debriefing, and the other half assigned to a control condition and undergoing periodic postshift team-building exercises. Our findings largely supported our hypotheses, demonstrating that relative to team members assigned to the control condition, those assigned to the reflexivity condition experienced a significant improvement in all 3 burnout dimensions over time. These effects were mediated by control and support (but not demands) and amplified as a function of team longevity. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

  2. How employee engagement matters for hospital performance.

    Science.gov (United States)

    Lowe, Graham

    2012-01-01

    Managers increasingly understand that employee engagement is a prerequisite for high performance. This article examines how job, work environment, management and organizational factors influence levels of engagement among healthcare employees. Original data come from the Ontario Hospital Association-NRC Picker Employee Experience Survey, involving over 10,000 employees in 16 Ontario hospitals. The article provides a clear definition and measure of engagement relevant to healthcare. In addition to identifying the main drivers of engagement, findings shows that a high level of employee engagement is related to retention, patient-centred care, patient safety culture and employees' positive assessments of the quality of care or services provided by their team. Implications of these findings for healthcare leaders are briefly considered.

  3. Crossing the Boundaries of Employee Engagement and Workplace Diversity and Inclusion: Moving HRD Forward in a Complicated Sociopolitical Climate

    Science.gov (United States)

    Pleasant, Stephanie

    2017-01-01

    This essay explores the intersection of employee engagement and workplace diversity and inclusion. The current trend of organizations fusing these two concepts has provided motivation to examine the (dis)connection between theory and practice. This essay advances the perspectives of practitioners, as well as a critical framework used to discuss…

  4. Racioethnicity, community makeup, and potential employees' reactions to organizational diversity management approaches.

    Science.gov (United States)

    Olsen, Jesse E; Martins, Luis L

    2016-05-01

    We draw on the values literature from social psychology and the acculturation literature from cross-cultural psychology to develop and test a theory of how signals about an organization's diversity management (DM) approach affect perceptions of organizational attractiveness among potential employees. We examine the mediating effects of individuals' merit-based attributions about hiring decisions at the organization, as well as the moderating effects of their racioethnicity and the racioethnic composition of their home communities. We test our theory using a within-subject policy-capturing experimental design that simulates organizational DM approaches, supplemented with census data for the participants' home communities. Results of hierarchical linear modeling (HLM) analyses suggest that the manipulated instrumental value for diversity leads to higher perceptions of organizational attractiveness, in part through heightened expectations of merit-based hiring decisions. Further, the manipulated assimilative and integrative DM approach signals are positively related to organizational attractiveness and the effect of integrative DM is strongest for racioethnic minorities from communities with especially high proportions of Whites and Whites from communities with especially low proportions of Whites. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

  5. Team-level flexibility, work–home spillover, and health behavior

    Science.gov (United States)

    Moen, Phyllis; Fan, Wen; Kelly, Erin L.

    2013-01-01

    Drawing on two waves of survey data conducted six months apart in 2006, this study examined the impacts of a team-level flexibility initiative (ROWE – Results Only Work Environment) on changes in the work-home spillover and health behavior of employees at the Midwest headquarters of a large US corporation. Using cluster analysis, we identified three distinct baseline spillover constellations: employees with high negative spillover, high positive spillover, and low overall spillover. Within-team spillover measures were highly intercorrelated, suggesting that work teams as well as individuals have identifiable patterns of spillover. Multilevel analyses showed ROWE reduced individual- and team-level negative work-home spillover but not positive work-home spillover or spillover from home-to-work. ROWE also promoted employees’ health behaviors: increasing the odds of quitting smoking, decreasing smoking frequency, and promoting perceptions of adequate time for healthy meals. Trends suggest that ROWE also decreased the odds of excessive drinking and improved sleep adequacy and exercise frequency. Some health behavior effects were mediated via reduced individual-level negative work-home spillover (exercise frequency, adequate time for sleep) and reduced team-level negative work-home spillover (smoking frequency, exercise frequency, and adequate time for sleep). While we found no moderating effects of gender, ROWE especially improved the exercise frequency of singles and reduced the smoking frequency of employees with low overall spillover at baseline. PMID:23517706

  6. Enhancing Adaptivity and Resilience through Team Member Change

    Science.gov (United States)

    Thompson, Kevin S.; Noble, David

    2017-01-01

    The interest in aligning college graduates' skills, competencies, and experiences with what employers desire continues across academia. Employers seek higher levels of resilience than they see in most new employees. This article provides a review of the employee resilience literature and describes a team member change scenario focused on enhancing…

  7. 24 CFR 7.16 - Responsibilities of employees.

    Science.gov (United States)

    2010-04-01

    ... 24 Housing and Urban Development 1 2010-04-01 2010-04-01 false Responsibilities of employees. 7.16... Responsibilities of employees. All employees of the Department are responsible for: (a) Being informed as to the..., females, persons with disabilities, veterans and others of diverse characteristics in the workforce, and...

  8. 15 CFR 270.106 - Conflicts of interest related to service on a Team.

    Science.gov (United States)

    2010-01-01

    ... service on a Team. 270.106 Section 270.106 Commerce and Foreign Trade Regulations Relating to Commerce and... SAFETY TEAMS NATIONAL CONSTRUCTION SAFETY TEAMS Establishment and Deployment of Teams § 270.106 Conflicts of interest related to service on a Team. (a) Team members who are not Federal employees will be...

  9. How do leader-member exchange quality and differentiation affect performance in teams? An integrated multilevel dual process model.

    Science.gov (United States)

    Li, Alex Ning; Liao, Hui

    2014-09-01

    Integrating leader-member exchange (LMX) research with role engagement theory (Kahn, 1990) and role system theory (Katz & Kahn, 1978), we propose a multilevel, dual process model to understand the mechanisms through which LMX quality at the individual level and LMX differentiation at the team level simultaneously affect individual and team performance. With regard to LMX differentiation, we introduce a new configural approach focusing on the pattern of LMX differentiation to complement the traditional approach focusing on the degree of LMX differentiation. Results based on multiphase, multisource data from 375 employees of 82 teams revealed that, at the individual level, LMX quality positively contributed to customer-rated employee performance through enhancing employee role engagement. At the team level, LMX differentiation exerted negative influence on teams' financial performance through disrupting team coordination. In particular, teams with the bimodal form of LMX configuration (i.e., teams that split into 2 LMX-based subgroups with comparable size) suffered most in team performance because they experienced greatest difficulty in coordinating members' activities. Furthermore, LMX differentiation strengthened the relationship between LMX quality and role engagement, and team coordination strengthened the relationship between role engagement and employee performance. Theoretical and practical implications of the findings are discussed. PsycINFO Database Record (c) 2014 APA, all rights reserved.

  10. RAA (Responsibility-Authority-Accountability): A transformation to teams

    International Nuclear Information System (INIS)

    Edwards, D.

    1998-01-01

    The paper describes the self-directed team management concept and its implementation at the Amax Coal West company. This management style resulted in 93% improved productivity, 86% decreased operating costs, 86% improved quality, and 70% better employee attitudes. Team benefits and their impact on human resources are summarized

  11. The relationship between servant leadership, affective team commitment and team effectiveness

    Directory of Open Access Journals (Sweden)

    Bright Mahembe

    2013-04-01

    Full Text Available Orientation: Value-based leadership practices play a critical role in teamwork in high-performance organisations.Research purpose: The aim of the study was to empirically validate a theoretical model explicating the structural relationships between servant leadership, affective team commitment and team effectiveness.Motivation for the study: The increased eliance on teams for production calls for an analysis of the role of follower-focused leadership practices in enhancing eam effectiveness.Research design, approach and method: A non-probabilityand multicultural sample consisting of 202 primary and secondary school teachers was drawn from 32 chools in the Western Cape Province of South Africa.Main findings: High levels of reliability were found and uni-dimensionality of the subscales was demonstrated through exploratory factor analyses. Good fit with the data was found for the measurement models through confirmatory factor analyses. Structural equation modelling showed a reasonable fit for the structural model. Positive relationships were found amongst servant leadership, team effectiveness and affective team commitment. Standard multiple regression analysis showed that affective team commitment moderated the relationship between servant leadership and team effectiveness.Practical/managerial implications: The findings emphasise the central role played by servant leadership and affective team commitment in team performance. Servant leadership fosters team effectiveness if employees feel committed to their work team.Contribution/value-add: The servant leadership style alone may not be a sufficient condition for team effectiveness; other variables, such as affective team commitment, also play a role. The study suggested specific variables that may also combine with leadership to positively influence team effectiveness.

  12. The antecedents of satisfaction with pay in teams: do performance-based compensation and autonomy keep team-members satisfied?

    Directory of Open Access Journals (Sweden)

    Ana-Maria Godeanu

    2012-06-01

    Full Text Available This paper aims to investigate the effects performance-based compensation and autonomy on satisfaction with pay in the context of team working. I develop a complex perspective that considers the influence of different monetary and non-monetary rewards on satisfaction with pay. Drawing from the agency theory, equity theory and theory of cooperation I predict that both piece rates and team-based rewards are associated with higher pay satisfaction. Moreover, I claim that both individual and team-based autonomy contribute to increased satisfaction with pay. Using a cross-sectional dataset of randomly selected European employees who are asked about specific working and living conditions, results confirm that both productivity-based rewards and autonomy are important for employee satisfaction. Managers should know when to introduce rewards based only on individual merits and when to give to use autonomy as a buffer to compensate for the potential lack of fairness in the payment system.

  13. The effects of gender role orientation on team schema: a multivariate analysis of indicators in a US Federal health care organization.

    Science.gov (United States)

    Scherer, R F; Petrick, J A

    2001-02-01

    In this empirical study of 649 employees at a federally supported health care facility in the United States, the authors investigated the effects of individual gender role orientation on team schema. The results indicated (a) that nontraditional male and female employees perceived the greatest amount of group cohesion in their team schemas and (b) that both traditional and nontraditional male employees perceived greater problem-solving potential in their team schemas. Meaningful implications for team composition are discussed.

  14. Collective Global Leadership in Self-Managed Multicultural Teams

    DEFF Research Database (Denmark)

    Paunova, Minna; Lee, Yih-Teen

    2016-01-01

    Arguing that it is necessary to look into specific global leadership processes in specific contexts, this article focuses on collective global leadership in self-managed multicultural teams using an input-process-output model. Building on a study of nationally and culturally diverse self-managed...... teams, our work demonstrates that collective global leadership in these teams is critical for team performance (output). Our study also examines some of the affective or attitudinal antecedents of collective global leadership in self-managed multicultural teams (process) and their members’ goal...... orientations (input). Our findings suggest that a team learning orientation may greatly help multicultural teams overcome the liability of cultural diversity, create a positive intra-team environment, and enable collective global leadership. Our research also suggests that team performance orientation...

  15. Multidisciplinary in-hospital teams improve patient outcomes: A review.

    Science.gov (United States)

    Epstein, Nancy E

    2014-01-01

    The use of multidisciplinary in-hospital teams limits adverse events (AE), improves outcomes, and adds to patient and employee satisfaction. Acting like "well-oiled machines," multidisciplinary in-hospital teams include "staff" from different levels of the treatment pyramid (e.g. staff including nurses' aids, surgical technicians, nurses, anesthesiologists, attending physicians, and others). Their enhanced teamwork counters the "silo effect" by enhancing communication between the different levels of healthcare workers and thus reduces AE (e.g. morbidity/mortality) while improving patient and healthcare worker satisfaction. Multiple articles across diverse disciplines incorporate a variety of concepts of "teamwork" for staff covering emergency rooms (ERs), hospital wards, intensive care units (ICUs), and most critically, operating rooms (ORs). Cohesive teamwork improved communication between different levels of healthcare workers, and limited adverse events, improved outcomes, decreased the length of stay (LOS), and yielded greater patient "staff" satisfaction. Within hospitals, delivering the best medical/surgical care is a "team sport." The goals include: Maximizing patient safety (e.g. limiting AE) and satisfaction, decreasing the LOS, and increasing the quality of outcomes. Added benefits include optimizing healthcare workers' performance, reducing hospital costs/complications, and increasing job satisfaction. This review should remind hospital administrators of the critical need to keep multidisciplinary teams together, so that they can continue to operate their "well-oiled machines" enhancing the quality/safety of patient care, while enabling "staff" to optimize their performance and enhance their job satisfaction.

  16. Dispositional factors, experiences of team members and effectiveness in self-managing work teams / Susanna Catherina Coetzee

    OpenAIRE

    Coetzee, Susanna Catherina

    2003-01-01

    Changes in South Africa's political and economic sphere demand the democratisation of the workplace, participation and empowerment of the work force. Flatter hierarchical structures, as a result of downsizing, enhance involvement but also demand that workers function in a more autonomous manner. The use of self-managing work teams has increased in response to these competitive challenges. Self-managing work teams are groups of employees who are fully responsible for a well-d...

  17. It's Time to Start Changing the Game: A 12-Week Workplace Team Sport Intervention Study

    OpenAIRE

    Brinkley, Andrew; McDermott, Hilary; Grenfell-Essam, Rachel; Munir, Fehmidah

    2017-01-01

    Background A 12-week multi-team sport programme was provided to employees of a large services organisation and conducted in workplaces. This programme was used to investigate the short-term effect of regular sports team participation on individual employee and organisational health. Methods A large services organisation participated in this study. Two regional worksites of office workers were assigned as the team sport (intervention) (n?=?28 participants) or control (n?=?20 participants) grou...

  18. Employees in Total Quality Management

    Directory of Open Access Journals (Sweden)

    M. G. Matlhape

    2002-12-01

    • affirmative action and divers ity management • skills shortages, training and development • low levels of employee well-being. Working with people requires fundamental understanding of the uniqueness of each individual with their own identity and set of preferences. It also requires an understanding of teams and the mechanisms of making a group of individuals work well or poorly together. This will assist managers to realise active participation, quality output from their workers through individualised, and team based motivational processes.

  19. Goal Orientation in Teams: The Role of Diversity

    NARCIS (Netherlands)

    A. Nederveen Pieterse (Anne)

    2009-01-01

    textabstractOrganizations make increasingly use of teams as their basic structure, making it more and more important to determine what enables optimal team functioning. Over the past decades, the goals people focus on in achievement settings (i.e. goal orientation) is shown to be highly important

  20. Biting the hand that feeds: Social identity and resistance in restaurant teams

    Directory of Open Access Journals (Sweden)

    Richards, J.

    2007-01-01

    Full Text Available The aim of this paper is to engage with, and develop the literature on teamwork and employee resistance by examining the use of teamwork as a means of work organisation and as a distinctive forum for employee resistance. We emphasise how employees, at times of heightened conflict, first of all re-evaluate their group memberships and group loyalties (including membership of teams and other competing groups and sub-groups, and second, take action in line with the groups most suitable to helping them attain beneficial outcomes. Drawing on an ethnographical mode of inquiry, we explored what turned out to be an incompatible application of teamworking to counter the typically busy and chaotic nature of front-line hotel restaurant employment. The resistance that emerged varied from individual forms of resistance and misbehaviour to overt collective forms involving the joined up efforts of team members and team leaders. Subsequent analysis confirmed the value of using a social identity approach as a means to explain workplace behaviour. However, additional work is required in considering a broader range of research methods and team-related variables in order to verify these insights and develop knowledge on teams and resistance.

  1. The effect of cultural diversity on employee productivity in work ...

    African Journals Online (AJOL)

    International Journal of Development and Management Review ... to improving workers' skills and knowledge to the detriment of employees' daily ... Since conflict arising from cultural differences wastes time and reduces employee morale, this ...

  2. The relationship between servant leadership, affective team commitment and team effectiveness

    Directory of Open Access Journals (Sweden)

    Bright Mahembe

    2013-04-01

    Full Text Available Orientation: Value-based leadership practices play a critical role in teamwork in high-performance organisations. Research purpose: The aim of the study was to empirically validate a theoretical model explicating the structural relationships between servant leadership, affective team commitment and team effectiveness. Motivation for the study: The increased eliance on teams for production calls for an analysis of the role of follower-focused leadership practices in enhancing eam effectiveness. Research design, approach and method: A non-probabilityand multicultural sample consisting of 202 primary and secondary school teachers was drawn from 32 chools in the Western Cape Province of South Africa. Main findings: High levels of reliability were found and uni-dimensionality of the subscales was demonstrated through exploratory factor analyses. Good fit with the data was found for the measurement models through confirmatory factor analyses. Structural equation modelling showed a reasonable fit for the structural model. Positive relationships were found amongst servant leadership, team effectiveness and affective team commitment. Standard multiple regression analysis showed that affective team commitment moderated the relationship between servant leadership and team effectiveness. Practical/managerial implications: The findings emphasise the central role played by servant leadership and affective team commitment in team performance. Servant leadership fosters team effectiveness if employees feel committed to their work team. Contribution/value-add: The servant leadership style alone may not be a sufficient condition for team effectiveness; other variables, such as affective team commitment, also play a role. The study suggested specific variables that may also combine with leadership to positively influence team effectiveness.

  3. Disagreements, Employee spinoffs and the Choice of Technology

    DEFF Research Database (Denmark)

    Thompson, Peter; Chen, Jing

    2011-01-01

    Most existing models of employee spinoffs assume they are driven by a desire to implement new ideas. However, history is replete with examples of spinoffs that were launched to continue with old ideas that their parents were in the process of abandoning. We develop a model of technology choice...... in which spinoffs may form to implement new or old technologies. A team of managers engaged in production using technology x, is considering switching to technology y. The value of y is not known and disagreements may emerge among team members. Managers who develop sufficiently strong disagreements...... with their colleagues choose to form new companies to implement their preferred strategy. Two distinct classes of spinoffs arise. In the first, a spinoff forms when an employee comes to believe it is worth adopting y but the firm does not. In the second, a spinoff arises when an employee sufficiently disagrees...

  4. PENGARUH EMOTIONAL INTELLEGENCE, KNOWLEDGE SHARING DAN TEAM CONFLICT TERHADAP TEAM PERFORMANCE DI RUMAH SAKIT UNDATA PALU

    Directory of Open Access Journals (Sweden)

    Lukman Setiawan

    2017-08-01

    Full Text Available This research aimed to: (1 analyze the influence of emotional intellegence to performance team at Undata Hospital, (2 to analyze the influence of Knowledge Sharing to the performance team at Undata Hospital, (3 to analyze the influence of  team conflict to the team Performance at Undata Hospital, (4 to analyze the influence of emotional intellegence, Knowledge Sharing and team Conflict to the team Performance at Undata Hospital, (5 to know the dominant variable affecting the performance team at Undata Hospital. This study uses primary data through survey as many as 31 employees of the leadership element as a sample, the survey conducted for 2 (two months of May s.d July 2017. Data were analyzed using the program SPSS.22 The results showed that: (1 Emotional Intelligence and knowledge sharing have positive and significant influence on performance team at Undata Hospital, (2 Emotional Intellegence dominant influence to performance team at Undata Hospital. This means that emotional intellegence, knowledge sharing and team conflict can improve team performance at Undata Hospital with scientific facts found in this study indicate that emotional intellegence is the dominant variable of influence on team performance at Undata Hospital

  5. Developing Trust in Virtual Teams

    Science.gov (United States)

    Germain, Marie-Line

    2011-01-01

    Rapid globalization, advances in technology, flatter organizational structures, synergistic cooperation among firms, and a shift to knowledge work environments have led to the increasing use of virtual teams in organizations. Selecting, training, and socializing employees in virtual teamwork has therefore become an important human resource…

  6. Idea Screening in Engineering Design Using Employee-Driven Wisdom of the Crowds

    DEFF Research Database (Denmark)

    Onarheim, Balder; Christensen, Bo Thomas

    /ownership of ideas. The study shows that the crowd wisdom of employees significantly correlates with the preferences of the marketing team: overall, in top 12 selected ideas and in choice of idea categories. This match increases when including only the ratings of the most experienced employees. The experienced......The paper investigates the question of screening ideas in the ‘fuzzy front end’ of engineering design, examining the validity of employee voting schemes and related biases. After an employee-driven innovation project at {Company Name removed for review}, 99 ideas were to be screened for further...... development. Based on the concept of ‘wisdom of the crowds’, all ideas were individually rated by a broad selection of employees, and their choices of ideas and idea categories compared to those of a small team of senior marketers. The study also tested for two biases: visual complexity and endowment effect...

  7. Be the innovators how to accelerate team creativity

    CERN Document Server

    Ling, Peter

    2016-01-01

    Want to know how creative people innovate? This book gives you models and practices that you can use with your team to help you be the innovators of your organisation. Organisations are growing in a complex technology- driven environment and chief executives have expressed the need for more creative employees to steer innovation. Be the Innovators provides readers with ideas for benchmarking best practices in innovation, empowering creative excellence, leveraging collective growth and connecting a spectrum of individual and team ideas. Based on the belief that innovations change peopleas lives, Peter Ling provides insights into innovative individuals, companies and countries. He illustrates how to empower employees to engage in corporate mission, values and vision. This is a practical book for private, public and non-profit organisations to develop and refine leadership skills through innovation. It will trigger new creative connections in readers' minds to help accelerate innovation through team creativity. ...

  8. Effects of Team and Organizational Commitment--A Longitudinal Study

    Science.gov (United States)

    Neininger, Alexandra; Lehmann-Willenbrock, Nale; Kauffeld, Simone; Henschel, Angela

    2010-01-01

    Retention management, i.e., keeping qualified employees, is a top priority for contemporary organizations. Commitment, and especially team commitment, can be the key to mastering this challenge. There is a lack of longitudinal research concerning the development and the direction of the effects of team commitment over time. In a longitudinal…

  9. Linkage between Psychological Contract and Employee Retention

    African Journals Online (AJOL)

    GRACE

    strengthened by clearly stating expectations during recruitment and ... Impact of psychological contract in a work environment vis-à-vis employee retention, ..... psychological contract that will incite a faithful, fruitful and fulfilled work team.

  10. Diversity management

    OpenAIRE

    Knákalová, Lucie

    2009-01-01

    The key topic of the work is diversity management, i.e. management of em-ployees" diversity within organization. Opening part of the work identifies the position of diversity within society and related phenomena such as stereotypes, biases and various forms of discrimination. Then the work discusses the role of diversity management in organizations, its principles and basic areas of focus. Attention is paid to certain social groups that the diversity management concept should especially deal ...

  11. Designing and Developing an Effective Safety Program for a Student Project Team

    Directory of Open Access Journals (Sweden)

    John Catton

    2018-05-01

    Full Text Available In the workplace, safety must be the first priority of all employers and employees alike. In order to maintain the safety and well-being of their employees, employers must demonstrate due diligence and provide the appropriate safety training to familiarize employees with the hazards within the workplace. Although, a student “project team” is not a business, the work done by students for their respective teams is synonymous with the work done in a place of business and thus requires that similar safety precautions and training be administered to students by their team leads and faculty advisors. They take on the role of supervisors within the team dynamic. Student teams often utilize the guidelines and policies that their universities or colleges have developed in order to build a set of standard operating procedures and safety training modules. These guidelines aid in providing a base for training for the team, however, they are no substitute for training specific to the safety risks associated with the work the team is doing. In order to comply with these requirements, a full analysis of the workplace is required to be completed. A variety of safety analysis techniques need to be applied to define the hazards within the workplace and institute appropriate measures to mitigate them. In this work, a process is developed for establishing a safety training program for a student project team, utilizing systems safety management techniques and the aspect of gamification to produce incentives for students to continue developing their skills. Although, systems safety management is typically applied to the design of active safety components or systems, the techniques for identifying and mitigating hazards can be applied in the same fashion to the workplace. They allow one to analyze their workplace and determine the hazards their employees might encounter, assign appropriate hazard ratings and segregate each respective hazard by their risks. In so

  12. Teamwork and diversity: A survey at Sandia National Laboratories

    Energy Technology Data Exchange (ETDEWEB)

    Apodaca, T.; Berman, M.; Griego, C.; Jansma, R.; Leatherwood, M.; Lovato, L.; Sanchez, A.

    1995-11-01

    In September, 1994, Sandia`s Diversity Leadership and Education Outreach Center arid the Corporate Diversity Team commissioned a Diversity Action Team (DAT-Phase II) to address the area of team- work. The goal of this DAT was to identify ways to capitalize on the diversity of people to enhance team success at Sandia. Given a six- month lifetime and funding levels of 12 hours per person per month, we chose to accomplish our goal by gathering and analyzing data on the performance and diversity of Sandia teams and publishing this report of our findings. The work presented herein builds on earlier work of this team.

  13. Why Employee Motivation Has Declined in America.

    Science.gov (United States)

    Grant, Philip C.

    1982-01-01

    Examines possible reasons for declining employee motivation: greater instability and diversity of values; more guaranteed rewards; inability of rewards to satisfy emerging needs; disappearing work ethic; reduced costs of failure; rising income and progressive taxation; more group production and problem solving; decreased employee loyalty; less…

  14. International employee perspectives on disability management.

    Science.gov (United States)

    Wagner, Shannon; Buys, Nicholas; Yu, Ignatius; Geisen, Thomas; Harder, Henry; Randall, Christine; Fraess-Phillips, Alex; Hassler, Benedikt; Scott, Liz; Lo, Karen; Tang, Dan; Howe, Caroline

    2018-05-01

    To provide an international analysis of employees' views of the influence of disability management (DM) on the workplace. An international research team with representation from Australia, Canada, China, and Switzerland collected survey data from employees in public and private companies in their respective regions. Due to lack of availability of current measures, a research team-created survey was used and a total of 1201 respondents were collected across the four countries. Multiple linear (enter) regression was also employed to predict DM's influence on job satisfaction, physical health, mental health, workplace morale and reduced sickness absence, from respondents' perceptions of whether their company provided disability prevention, stay-at-work, and return-to-work initiatives within their organization. One-way ANOVA comparisons were used to examine differences on demographic variables including company status (public versus private), union status (union versus nonunion), and gender. The perceived influence of DM programs was related to perceptions of job satisfaction; whereas, relationships with mental health, physical health, morale, and sickness absence were variable according to type of DM program and whether the response was related to self or others. Difference analyses (ANOVA) revealed significantly more positive perceptions for private and nonunion organizations; no gender effects were found. There is perceived value of DM from the perspective of employees, especially with respect to its value for coworkers. Implications for Rehabilitation Rehabilitation efforts should continue to focus attention on the value of disability management (DM). In particular, DM that is fully committed to the biopsychosocial model would be supported by this research. Employees reported the most value in the psychosocial variables addressed by DM, such that rehabilitation professionals could focus on these valued aspects to improve buy-in from employees. The interest in

  15. Servant Leadership, Organisational Citizenship Behavior and Creativity: The Mediating Role of Team-Member Exchange

    Directory of Open Access Journals (Sweden)

    Winifrida Malingumu

    2016-10-01

    Full Text Available Using a multi-source field study design with 184 unique triads of employees-supervisor dyads, this paper examines whether servant leaders install a serving attitude among employees. That is, servant leaders aim to encourage employees to take responsibility, to cooperate and to create high quality interactions with each other (team-member exchange; TMX. We hypothesise that servant leadership will have an influence on Organisational Citizenship Behavior (OCB and creativity through team-member exchange. Two facets of OCB are distinguished: organisational citizenship behaviour towards individuals (OCBI, on the one hand, and taking up extra tasks that benefit the organisation (OCBO, on the other hand. The results show that servant leadership is positively related to team-member exchange, and that team-member exchange is positively related to OCBI, OCBO and creativity. The bootstrapping estimates indicated significant indirect effects of servant leadership on the three target variables through team-member exchange. The study’s findings add to the body of literature on servant leadership, OCB and creativity at the workplace, and underline the importance of creating favourable working conditions that foster positive and high quality team-member exchange. This study also broadens our understanding on the importance of co-workers on the relation between servant leadership and organizational citizenship behavior (OCB and creativity.

  16. Workplace substance abuse prevention and help seeking: comparing team-oriented and informational training.

    Science.gov (United States)

    Bennett, J B; Lehman, W E

    2001-07-01

    Employees fail to seek help for alcohol or drug (AOD) abuse because of unhealthy work climates, stigma, and distrust in Employee Assistance Programs (EAPs). To address such problems, the authors randomly assigned groups of municipal employees (N = 260) to 2 types of training: a 4-hr informational review of EAPs and policy and an 8-hr training that embedded messages about AOD reduction in the context of team building and stress management. Pre- and posttraining and 6-month follow-up surveys assessed change. Group privacy regulation, EAP trust, help seeking, and peer encouragement increased for team training. Stigma of substance users decreased for information training. EAP/policy knowledge increased for both groups. A control group showed little change. Help seeking and peer encouragement also predicted EAP utilization. Integrating both team and informational training may be the most effective for improving help seeking and EAP utilization.

  17. Family involvement and helping behaviour in teams

    OpenAIRE

    Brummelhuis, L.L. ten; Lippe, T. van der; Kluwer, E.S.

    2010-01-01

    Helping behavior at work has become increasingly important, with organizations making more and more use of cooperative work practices. The difficulty is that employees are facing growing demands beyond the workplace. This study investigates the mechanisms by which family involvement (family structure, family tasks, family support) affects helping behavior in teams. Based on a sample of 495 team members, the results show that having a supportive partner and performing care tasks increase helpi...

  18. Team-based global organizations

    DEFF Research Database (Denmark)

    Zander, Lena; Butler, Christina; Mockaitis, Audra

    2015-01-01

    diversity in enhancing team creativity and performance, and 2) the sharing of knowledge in team-based organizations, while the other two themes address global team leadership: 3) the unprecedented significance of social capital for the success of global team leader roles; and 4) the link between shared......This chapter draws on a panel discussion of the future of global organizing as a team-based organization at EIBA 2014 in Uppsala, Sweden. We began by discussing contemporary developments of hybrid forms of hierarchy and teams-based organizing, but we venture to propose that as organizations become...... characterized by decreased importance of hierarchal structures, more fluidity across borders, even a possible dissolution of firm boundaries, we move towards team-based organizing as an alternative to more traditional forms of hierarchical-based organizing in global firms. To provide input for a discussion...

  19. Ability Dispersion and Team Performance

    DEFF Research Database (Denmark)

    Hoogendoorn, Sander; Parker, Simon C.; Van Praag, Mirjam

    What is the effect of dispersed levels of cognitive ability of members of a (business) team on their team's performance? This paper reports the results of a field experiment in which 573 students in 49 (student) teams start up and manage real companies under identical circumstances for one year. We...... ensured exogenous variation in otherwise random team composition by assigning students to teams based on their measured cognitive abilities. Each team performs a variety of tasks, often involving complex decision making. The key result of the experiment is that the performance of business teams first...... increases and then decreases with ability dispersion. We seek to understand this finding by developing a model in which team members of different ability levels form sub- teams with other team members with similar ability levels to specialize in different productive tasks. Diversity spreads production over...

  20. Motivation and Satisfaction of Employees in the Workplace

    Directory of Open Access Journals (Sweden)

    Rožman Maja

    2017-09-01

    Full Text Available Background: The aging of the European population is a demographic trend reflected in the ever-growing number of older employees. This paper introduces the importance of motivation and satisfaction in the workplace among age diverse employees in Slovenian companies.

  1. Managing Intercultural Teams: The eOrganization Exercise

    Science.gov (United States)

    Humes, Michelle; Reilly, Anne H.

    2008-01-01

    In today's global environment, intercultural teams may become the most effective teams in an organization when their diversity is managed as an asset. However, because of miscommunication and conflict, intercultural teams often become dysfunctional. This experiential group exercise demonstrates how cultural dimensions such as individualism and…

  2. Stennis Space Center celebrates Diversity Day

    Science.gov (United States)

    2009-01-01

    Kendall Mitchell of the Naval Oceanographic Office (right) learns about the culture of Bolivia from Narda Inchausty, president of the Foreign Born Wives Association in Slidell, La., during 2009 Diversity Day events at NASA's John Stennis Space Center. Stennis hosted Diversity Day activities for employees on Oct. 7. The day's events included cultural and agency exhibits, diversity-related performances, a trivia contest and a classic car and motorcycle show. It also featured the first-ever sitewide Stennis Employee Showcase.

  3. Managing the Chronically Overworked Team: Twenty Strategies.

    Science.gov (United States)

    Hills, Laura

    2015-01-01

    Overwork, at first glance, seems like a problem that affects only the employee. But for medical practices and those who manage them, the problem is far greater than that. Chronically overworked employees may not be meeting their goals. They may be making more mistakes and letting things slip through the cracks. Ultimately, patients may have less-than-ideal experiences in a practice where the employees are stretched thin. And turnover may skyrocket in practices where employees are chronically overworked. This article offers practice managers 20 practical and affordable strategies they can use to manage a chronically overworked medical practice team. It suggests an effective technique they can use to tell their bosses that their employees are overworked. This article also suggests the costs to the practice of a chronically overworked staff, including a hidden cost many people overlook. It provides four coping strategies practice managers can teach to their overworked employees. It summarizes research exploring how overwork affects employees' sleep and eating habits, and additional research linking long hours of overwork to diminished productivity. Finally, this article provides five strategies practice managers can use to make their overworked employees feel valued.

  4. Employee Work-Life Balance as an HR Imperative | Igbinomwanhia ...

    African Journals Online (AJOL)

    Employee Work-Life Balance as an HR Imperative. ... With the growing diversity of family structures represented in today‟s workforce, ... of managing an employee's work-life balance have increased markedly over the past 20 years.

  5. Managing cultural diversity in the workplace.

    Science.gov (United States)

    Hubbard, J

    1993-07-01

    Cultural diversity is a strength of the American work force. Due to the increasing cultural diversity in the workplace, organizations find it in their best interest to move beyond affirmative action to effective management to achieve higher employee retention and develops an employee cultural mix that better matches the mix of the available labor force and customer base. To manage a diverse work force, managers need to have the proper tools, training and evaluation and monitoring programs. Important initiatives to successful management of cultural diversity include eliciting support and commitment from the board of directors, the CEO and other top management; organizing subcommittees to research and monitor demographic changes to determine what the organization's goals should be and to decide what changes are to be made. Employees must be trained to be aware of prejudices and how to manage their own actions.

  6. Authentic leaders and Teams More Powerful: An Application in High Technology Industry

    Directory of Open Access Journals (Sweden)

    Alfredo Barcellos Pinheiro de Lemos Filho

    2014-12-01

    Full Text Available This article seeks to analyze whether authentic leaders are associated with the most potent teams. The study was conducted in a high-tech company located in the city of Petrópolis (Rio de Janeiro. The work was carried out with 373 employees. The research is quantitative in nature, in which survey research conducted with structured self-administered questionnaire. The data collected were processed using structural equation modeling. The hypothetical model was tested based on the theoretical framework of the issue, and the results accepted the hypotheses proposed in the present modeling, indicating the observed variables that influence the power of the team. Moreover, an approach was performed using descriptive statistics for authentic leadership, virtuosity Team, affective commitment to the team and the team's power. Among the variables that had the greatest impact on the strength of the team, we highlight the "ability to listen" by leaders as a key element of the power of the team. Our findings reinforce the concepts found in the literature, suggesting that the impact of leaders on both employees and teams are mediated by other variables. In addition, our results may be of interest to businesses, especially in improving the business performance of organizations.

  7. Intercultural team maturity model: Unity, diversity, capability. Achieving optimal performance when leading \\ud a multicultural project team

    OpenAIRE

    Prabhakar, G. P.; Walker, S.

    2005-01-01

    Our research helps to judge ‘maturity’ as an asset to projects and heightens awareness of situational leadership, using intercultural team maturity levels as a tool for optimal project leadership success.\\ud \\ud This study focuses on exactly how to analyse the team members’ ability to adapt to complex intercultural project environments, using an intercultural team maturity model.

  8. Recognizing "me" benefits "we": Investigating the positive spillover effects of formal individual recognition in teams.

    Science.gov (United States)

    Li, Ning; Zheng, Xiaoming; Harris, T Brad; Liu, Xin; Kirkman, Bradley L

    2016-07-01

    Many organizations use formal recognition programs (e.g., "employee of the month") as a way to publically acknowledge an individual employee's outstanding performance and motivate continued high performance. However, it remains unclear whether emphasizing individual achievement in a team context is beneficial or detrimental for recipients' teammates and, by extension, the team as a whole. Drawing on a social influence perspective, we examine potential spillover effects of individual formal recognition programs in teams. We hypothesize that a single team member's recognition will produce positive spillover effects on other team members' performance, as well as overall team performance, via social influence processes, especially when the award recipient is located in a central position in a team. Findings from 2 lab experiments of 24 teams and 40 teams (Study 1 and Study 2, respectively) and a field experiment of 52 manufacturing teams (Study 3) reveal that formally recognizing a team member leads to positive changes in her/his teammates' individual and collective performance. Thus, formal social recognition programs can potentially provide a motivational effect beyond individual recipients. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

  9. Does Labor Diversity Promote Entrepreneurship?

    DEFF Research Database (Denmark)

    Marino, Marianna; Parrotta, Pierpaolo; Pozzoli, Dario

    We find evidence that workforce educational diversity promotes entrepreneurial behavior of employees as well as the formation of new firms, whereas diversity in demographics hinders transitions to selfemployment. Ethnic diversity favors entrepreneurship in financial and business services....

  10. Essays on Operations Management: Setting Employees Up for Success

    OpenAIRE

    Gibson, Hise

    2015-01-01

    As a result of globalization, organizations expect more from their employees. While organizations have become leaner, the productivity requirements have not decreased. Further, there is greater importance being placed on the connection between human capital and operational outcomes. This research explores the impact of management decisions on teams of employees. It also examines how organizations use and develop their workforce. In three studies, my dissertation considers how an organization ...

  11. Nationality Divides and Shared Leadership in Multinational Teams

    DEFF Research Database (Denmark)

    Paunova, Minna

    2015-01-01

    How shared leadership is enacted in teams that are nationally diverse is currently under- researched, despite the increasing presence of multinational teams in the workplace. To better understand the phenomenon of shared leadership in multinational team contexts, we propose two ways in which...

  12. Understanding the association between employee satisfaction and family perceptions of the quality of care in hospice service delivery.

    Science.gov (United States)

    York, Grady S; Jones, Janet L; Churchman, Richard

    2009-11-01

    Families often draw their conclusions about the quality of care received by a family member during the last months of life from their interactions with professional caregivers. A more comprehensive understanding of how these relationships influence the care experience should include an investigation of the association between employee job satisfaction and family perception of the quality of care. This cross-sectional study investigated the association at a regional hospice. Using the Kendall's tau correlation, employee satisfaction scores for care teams trended toward a positive correlation with family overall satisfaction scores from the Family Evaluation of Hospice Care (tau=0.47, P=0.10). A trend for differences in employee satisfaction between the care teams to associate with differences in overall family perceptions of the quality of care also was found using the Kruskal-Wallis analysis of variance (chi(2)(K-W)=9.236, P=0.075). Post hoc tests indicated that overall family perceptions of quality of care differed between the hospice's Residence Team and Non-Hospice Facilities Team. Finally, positive associations between employee satisfaction and the families' Intent to recommend hospice (tau=0.55, P=0.059) and Inform and communicate about patient (tau=0.55, P=0.059) were noted. Selected employee and family comments provide complementarity to further clarify or explain the respondent data. These results suggest that employee satisfaction is associated with family perceptions of the quality of hospice care. Opportunities for improving both employee job satisfaction and family perceptions of the quality of care are discussed.

  13. Using employee experts to offer an interprofessional diabetes risk reduction program to fellow employees.

    Science.gov (United States)

    Lenz, Thomas L; Gillespie, Nicole D; Skrabal, Maryann Z; Faulkner, Michele A; Skradski, Jessica J; Ferguson, Liz A; Pagenkemper, Joni J; Moore, Geri A; Jorgensen, Diane

    2013-03-01

    A recent increase in the incidence of diabetes and pre-diabetes is causing many employers to spend more of their healthcare benefit budgets to manage the conditions. A self-insured university in the USA has implemented an interprofessional diabetes mellitus risk reduction program using its own employee faculty and staff experts to help fellow employees manage their diabetes and pre-diabetes. The interprofessional team consists of five pharmacists, a dietitian, an exercise physiologist, a health educator and a licensed mental health practitioner. In addition, the participant's physician serves as a consultant to the program, as does a human resources healthcare benefits specialist and a wellness coordinator. The volunteer program takes place at the worksite during regular business hours and is free of charge to the employees. The faculty and staff delivering the program justify the cost of their time through an interprofessional educational model that the program will soon provide to university students.

  14. Motivation and satisfaction of employees in the workplace

    OpenAIRE

    Rožman, Maja; Treven, Sonja; Čančer, Vesna

    2017-01-01

    Background: The aging of the European population is a demographic trend reflected in the ever-growing number of older employees. This paper introduces the importance of motivation and satisfaction in the workplace among age diverse employees in Slovenian companies. Objectives: The goal is to investigate the differences between the motivation and satisfaction of employees from different age groups in the workplace. Methods/Approach: The paper is based on research including a survey of two age ...

  15. How top management team diversity affects innovativeness and performance via the strategic choice to focus on innovation fields

    DEFF Research Database (Denmark)

    Talke, Katrin; Salomo, Søren; Rost, Katja

    2010-01-01

    Past innovation research has largely neglected potential effects of corporate governance issues on strategic choices, and thereby on innovation management outcomes. The theory of upper echelon implies that strategic choices result from idiosyncrasies of top management teams (TMT). Building...... show that TMT diversity has a strong impact on the strategic choice of firms to focus on innovation fields. Such focus then drives new product portfolio innovativeness and firm performance. As corporate governance arrangements thus seem relevant in the context of innovation management, we can derive...... on this theory, we hypothesize that TMT diversity enhances firm performance by facilitating an innovation strategy that increases the firm's new product portfolio innovativeness. Our findings support the relevance of considering a corporate governance view for explaining innovation outcomes. Empirically, we can...

  16. Peranan Komitmen Organisasi dan Employee Engagement terhadap Kesiapan Karyawan untuk Berubah

    Directory of Open Access Journals (Sweden)

    - Zulkarnain

    2014-06-01

    Full Text Available This study had two objectives, the first was to find out the role of organizational commitment and employee engagement to readiness for change. Second was to find out the determinants of readiness for change based on aspects of organizational commitment (i.e., identification, involvement, and loyalty and dimensions of employee engagement (i.e., organization, leadership, team member, job and individual. Self-administered questionnaires were used to measure the three variables. There were 206 plantation employees involved in this study. The result showed that organizational commitment and employee engagement contributed to employee readiness for change. This study also found two aspects of organizational commitment and two dimensions of employee engagement contributing to employee readiness for change. This study could be the guidelines for the policy makers in implementing policies of better human resources. Keywords: organizational commitment, employee engagement, readiness for change, plantation employees, human resource

  17. Managing Communication within Virtual Intercultural Teams.

    Science.gov (United States)

    Grosse, Christine Uber

    2002-01-01

    Suggests that business students need to be prepared to manage the communication of intercultural teams. Discusses strategies for success such as: developing a network of good relationships built on trust and understanding; showing respect for other cultures and languages; and understanding how diversity strengthens the team. (SG)

  18. Managing gender diversity in healthcare: getting it right.

    Science.gov (United States)

    Vanderbroeck, Paul; Wasserfallen, Jean-Blaise

    2017-02-06

    Purpose Diversity, notably gender diversity, is growing in health care, both at the level of teams and the level of organizations. This paper aims to describe the challenges for team leaders and leaders of organizations to manage this diversity. The authors believe that more could be done to help leaders master these challenges in a way that makes diverse teams and organizations more productive. Design/methodology/approach Drawing on previously published research, using gender diversity as an example, the paper first describes how diversity can both have a positive and a negative influence on team productivity. Next, it describes the challenge of gender diversity at an organizational level, using Switzerland as an example. Findings The first part of the paper espouses the causes of gender diversity, undoes some of the myths surrounding diversity and presents a model for effective management of diversity in teams. The second part looks at gender diversity at an organizational level. Drawing from sources inside and outside healthcare, the effects of the "leaking pipeline", "glass wall" and "glass ceiling" that prevent health-care organizations from leveraging the potential of female talent are discussed. Practical implications The authors propose a model developed for intercultural teamwork as a framework for leveraging gender diversity for better team productivity. Proposals are offered to health-care organizations on how they can tip the gender balance at senior levels into their favor, so as to get the maximum benefit from the available talent. Originality/value Applying the "how to" ideas and recommendations from this general review will help leaders of health-care organizations gain a better return on investment from their talent development as well as to increase the productivity of their workforce by a better use of diverse talent.

  19. Making Sense of Employee Discourses

    DEFF Research Database (Denmark)

    Andersen, Mona Agerholm

    In response to the growing interest in the field of organizational identification and the analysis of employee attachment in organizations, this paper presents a multidimensional reception model for analyzing the level of employee identification with corporate value statements. The identification...... model extends a multidimensional model for media reception originally proposed by Schrøder in the field of media reception studies. The proposed model combines the reception dimensions Comprehension, Discrimination, Implementation, Motivation, and Position. This model allows the analysis...... of the complexity, nuances and diversities of employee identification with corporate texts in organizations. In addition to this, the model may help to uncover the positive and negative factors that influence the identification level....

  20. It's Time to Start Changing the Game: A 12-Week Workplace Team Sport Intervention Study.

    Science.gov (United States)

    Brinkley, Andrew; McDermott, Hilary; Grenfell-Essam, Rachel; Munir, Fehmidah

    2017-08-23

    A 12-week multi-team sport programme was provided to employees of a large services organisation and conducted in workplaces. This programme was used to investigate the short-term effect of regular sports team participation on individual employee and organisational health. A large services organisation participated in this study. Two regional worksites of office workers were assigned as the team sport (intervention) (n = 28 participants) or control (n = 20 participants) groups. The team sport sessions were underpinned by psychological behaviour change theory and consisted of weekly 1-h team sport sessions for 12 weeks. Measures of aerobic fitness, physical activity behaviour, group cohesion, interaction and communication, psychological wellbeing, health, anthropometrics and workplace experiences were recorded pre- and post-intervention. Data were analysed using a series of mixed ANOVAs. After 12 weeks significant improvements were observed in VO 2 max (+ 4.5 ± 5.8 ml/min kg, P employees, and promote interpersonal communication between colleagues. Individual health outcomes and social interactions have the capacity to influence the health of the organisation. The extent of which these findings are replicable across a scope of organisations should be examined objectively over the long term.

  1. Diversity, newcomers and team innovation : The importance of a common identity

    NARCIS (Netherlands)

    Rink, F.A.; Ellemers, N.; Phillips, KW

    2008-01-01

    In this chapter, we introduce a theoretical model to explain under which conditions different insights or approaches within a team do not necessarily undermine team cohesiveness or prevent the development of a common team identity, and can in fact even reinforce each other. We will review a program

  2. Social cohesiveness and absenteeism: The relationship between characteristics of employees and short-term absenteeism

    NARCIS (Netherlands)

    Sanders, Karin; Nauta, Aukje

    2004-01-01

    This study tries to explain the relationship between characteristics of the employees (e.g., gender and working hours) and short-term absenteeism by examining the social cohesiveness of a team. Hypotheses are formulated concerning gender and working hours of employees, social cohesiveness, and

  3. Employee commitment in MNCs: impacts of organizational culture, HRM and top management orientations

    OpenAIRE

    Taylor, Sully; Levy, Orly; Beechler, Schon; Boyacıgiller, Nakiye Avdan; Boyacigiller, Nakiye Avdan

    2006-01-01

    This paper examines the impact of organizational culture and HRM system on employee commitment of core employees in multinational companies (MNCs). In addition, it identifies two top management team orientations global orientation and geocentric orientation that are seen as contributing uniquely to employee commitment in international firms. We found strong overall support for the model. The results also suggest that High Performance Work Practices have a positive impact on commitment r...

  4. Managing Project Team in Local Government B.A. Amujiri Abstract ...

    African Journals Online (AJOL)

    Religion Dept

    government and discovered that managing project team is indispensable in local governments .... subordinate; improve employee motivation; improve communication between .... or events required in completing the project. This will help to.

  5. The Leadership's Role in Motivating Employees

    Directory of Open Access Journals (Sweden)

    Horga Maria Gabriela

    2017-01-01

    It is impossible to neglect motivation, since it represents the source of team productivity. Theindividual’s availability and willingness to perform tasks represents one of the key factors in thecompany's efficient operation. The leader understands the need to motivate employees and to seethem as resources within the company; thus, the increased focus on motivating and promoting thestaff is required.

  6. The gift of employee dissatisfaction.

    Science.gov (United States)

    Edge, Roberta M

    2002-01-01

    Through an employee survey administered at Kaweah Delta Health Care District (KDHCD) in Visalia, Calif., several sources of dissatisfaction were noted, including communication, equipment, staffing and rapid growth. Perceiving no real movement toward resolving these issues, employees vented their frustrations to administration. As director of imaging services, I enlisted the help of two inside consultants, KDHCD's director of education and the director of the Employee Assistance Program (EAP). We initiated a process that is ongoing, to move the department toward working together as a team to solve problems within their control. We three directors decided to work with a leadership group to: assess the history of the department clarify the current reality create a vision of the future learn the Covey Habit 4, "Think Win-Win" capture agreements that lead staff and managers to work in self-motivated, self-directed work teams have the director of education present the work to the staff at large, and encourage the leadership team to continue to learn tools that would help the group to improve. The two inside consultants held a series of training meetings with the leadership group of 15, which included a staff member from each modality, site and support service. Participation was optional, and all who were asked agreed to participate. The meetings were held weekly for four weeks for two hours before regular work hours. At the conclusion of the training, the group agreed to continue to meet weekly. After the first four meetings, a summary of the training was presented at a meeting of the full imaging staff plus the vice president of professional services at KDHCD. Through this program, imaging services staff members at KDHCD have achieved an increased sense of cohesion in the group, learned that we have control over some things and not others, and are learning to hold each other accountable with kindness. We are giving each other the benefit of the doubt. We have not

  7. Multi-Cultural Teams as Sources for Creativity and Innovation

    DEFF Research Database (Denmark)

    Bouncken, Ricarda; Brem, Alexander; Kraus, Sascha

    2016-01-01

    . These data, based on semistructured interviews, provide us with rich information about effects of cultural diversity in teams in the innovation process. Data were analysed through a thematic network analysis and two coders inductively forming categories. Results indicate that cross-cultural teams have a high...... potential of creativity, but are confronted with difficulties arising from different working- and communication styles which have to be proactively managed from the beginning. While progressing, teams learn to cope with this diversity related to some more surface-level cultural dimensions and members even...

  8. The manager of the future and the team performance

    Directory of Open Access Journals (Sweden)

    Drd. ec. Mirela Udrea

    2008-05-01

    Full Text Available The achievement of strategic objectives of any economic organization cannot be real withoutturning to account the professional potential of all its employees, of their abilities and knowledge.“Team work”, as a method of activities organization, is a requirement in order to obtain success. The teamwork based on solidarity and cohesion is more performant than team work based on individualism andcompetition.The confidence is the basic principle in order to build a performant team, within the team (confidencebetween the members of team and, also, the confidence of the whole team in their leader (manager. Theworking style of a manager has an influence on the team working style leaded by him.Manager of future will be a decisive progress factor through his open-minded personality for noveltyand his involvement, and the prevalent feature of his activities will be “orientation to excellency ”.

  9. The Diversity of Providers on the Family Medicine Team.

    Science.gov (United States)

    Bazemore, Andrew; Wingrove, Peter; Peterson, Lars; Petterson, Stephen

    2016-01-01

    Family physicians are increasingly incorporating other health care providers into their practice teams to better meet the needs of increasingly complex and comorbid patients. While a majority of family physicians report working with a nurse practitioner, only 21% work with a behavioral health specialist. A better understanding of optimal team composition and function in primary care is essential to realizing the promise of a patient-centered medical home and achieving the triple aim. © Copyright 2016 by the American Board of Family Medicine.

  10. Personal Skills, Job Satisfaction, and Productivity in Members of High Performance Teams

    Science.gov (United States)

    Valdes-Flores, Patricia; Campos-Rodriguez, Javier Arturo

    2008-01-01

    The intention of the study is to identify the development of personal skills, as well as the increase of job satisfaction and productivity of the employee, as a result of their participation in high performance teams. Volunteered in the study 139 members of self-managed teams belonging to the Production Area, 39 of Operational Administrative…

  11. Advice networks in teams: the role of transformational leadership and members' core self-evaluations.

    Science.gov (United States)

    Zhang, Zhen; Peterson, Suzanne J

    2011-09-01

    This article examines the team-level factors promoting advice exchange networks in teams. Drawing upon theory and research on transformational leadership, team diversity, and social networks, we hypothesized that transformational leadership positively influences advice network density in teams and that advice network density serves as a mediating mechanism linking transformational leadership to team performance. We further hypothesized a 3-way interaction in which members' mean core self-evaluation (CSE) and diversity in CSE jointly moderate the transformational leadership-advice network density relationship, such that the relationship is positive and stronger for teams with low diversity in CSE and high mean CSE. In addition, we expected that advice network centralization attenuates the positive influence of network density on team performance. Results based on multisource data from 79 business unit management teams showed support for these hypotheses. The results highlight the pivotal role played by transformational leadership and team members' CSEs in enhancing team social networks and, ultimately, team effectiveness. PsycINFO Database Record (c) 2011 APA, all rights reserved

  12. Employee retention tools: looking beyond radiology.

    Science.gov (United States)

    Snuttjer, D

    2001-01-01

    In an era of low unemployment rates, companies are not only struggling to recruit talented employees, but they are straining to keep the ones they have. The purpose of this literature review is to look at companies, including many outside of the healthcare industry, and learn how they use incentives to retain employees. A review of a recently published book lists the following reasons why people stay with companies: Career growth, learning and development, exciting work challenges Meaningful work, making a difference and a contribution Great people Being part of a team Good boss, inspiring leadership Recognition for a job well done Fun on the job Autonomy, a sense of control over work and job security Flexibility Fair pay and benefits Great work environment and location Pride in the organization, it's mission and quality of product Family friendly Companies have to change with the times to retain a good work force. To survive, companies should ask employees what would keep them committed, look at all the possibilities, and then create an environment that makes employees want to stay because it provides the life balance they are looking for. There is risk in asking employees what would keep them from looking elsewhere. Employers need to weigh the risk of losing employees with the possibility of raising expectations by asking employees directly what they want. In the current climate, that may be a necessary risk.

  13. Diversity as strategy.

    Science.gov (United States)

    Thomas, David A

    2004-09-01

    IBM's turnaround in the last decade is an impressive and well-documented business story. But behind that success is a less told people story, which explains how the corporation dramatically altered its already diverse composition and created millions of dollars in new business. By the time Lou Gerstner took the helm in 1993, IBM had a long history of progressive management when it came to civil rights and equal-opportunity employment. But Gerstner felt IBM wasn't taking full advantage of a diverse market for talent, nor was it maximizing the potential of its diverse customer and employee base. So in 1995, he launched a diversity task force initiative to uncover and understand differences among people within the organization and find ways to appeal to an even broader set of employees and customers. Gerstner established a task force for each of eight constituencies: Asians; blacks; the gay, lesbian, bisexual, transgendered community; Hispanics; white men; Native Americans; people with disabilities; and women. He asked the task forces to research four questions: What does your constituency need to feel welcome and valued at IBM? What can the corporation do, in partnership with your group, to maximize your constituency's productivity? What can the corporation do to influence your constituency's buying decisions so that IBM is seen as a preferred solution provider? And with which external organizations should IBM form relationships to better understand the needs of your constituency? The answers to these questions became the basis for IBM's diversity strategy. Thomas stresses that four factors are key to implementing any major change initiative: strong support from company leaders, an employee base that is fully engaged with the initiative, management practices that are integrated and aligned with the effort, and a strong and well-articulated business case for action. All four elements have helped IBM make diversity a key corporate strategy tied to real growth.

  14. Elicitation Support Requirements of Multi-Expertise Teams

    Science.gov (United States)

    Bitter-Rijpkema, Marlies; Martens, Rob; Jochems, Wim

    2005-01-01

    Tools to support knowledge elicitation are used more and more in situations where employees or students collaborate using the computer. Studies indicate that differences exist between experts and novices regarding their methods of work and reasoning. However, the commonly preferred approach tends to deal with team members as a single system with…

  15. Do high-commitment work systems affect creativity? A multilevel combinational approach to employee creativity.

    Science.gov (United States)

    Chang, Song; Jia, Liangding; Takeuchi, Riki; Cai, Yahua

    2014-07-01

    In this article, some information about the data used in the article and a citation were not included. The details of the corrections are provided.] This study uses 3-level, 2-wave time-lagged data from a random sample of 55 high-technology firms, 238 teams, and 1,059 individuals in China to investigate a multilevel combinational model of employee creativity. First, we hypothesize that firm (macrolevel) high-commitment work systems are conducive to individual (microlevel) creativity. Furthermore, we hypothesize that this positive crosslevel main impact may be combined with middle-level (mesolevel) factors, including team cohesion and team task complexity, such that the positive impact of firm high-commitment work systems on individual creativity is stronger when team cohesion is high and the team task more complex. The findings from random coefficient modeling analyses provide support for our hypotheses. These sets of results offer novel insight into how firms can use macrolevel and mesolevel contextual variables in a systematic manner to promote employee creativity in the workplace, despite its complex nature.

  16. Stepping Up Occupational Safety and Health Through Employee Participation.

    Science.gov (United States)

    Vaughan, Gary R.

    1986-01-01

    The effectiveness of the Occupational Safety and Health Act of 1970 is examined, and it is suggested that employee participation could help improve occupational safety and health in the future, through safety committees, safety circles, safety teams, and individual participation. (MSE)

  17. Team Work Competences Needed by Business Education Graduate ...

    African Journals Online (AJOL)

    Mean scores and standard deviation were used for data analysis. The study revealed amongst others that business education graduate employees need to possess clusters of team work competencies as pre-condition for gainful employment and for optimum performance in offices. It was recommended amongst others that ...

  18. [How management teams use information and control systems to manage hospitals].

    Science.gov (United States)

    Naranjo-Gil, David

    2016-01-01

    To analyze the relationship between the characteristics of top management teams and the different use of management information and control systems (MICS) to implement policies that encourage cooperation and activity coordination in public hospitals. Data were collected through a questionnaire sent to each member of the top management teams of 231 Spanish public hospitals (chief executive director, medical director, nursing director and director for financial and social issues). A total of 457 valid questionnaires were returned, composing 86 full top management teams (37.23%). Top management team diversity was positively related to the interactive use of MICS. Management teams composed of younger members and members with longer service used MICS interactively. Top management teams with a predominantly clinical education and experience used MICS interactively, while top teams with a predominantly administrative education and experience used MICS diagnostically. The results also showed that cooperation and coordination in hospitals were positively related to the interactive use of MICS and were negatively related to the diagnostic use of MICS. The interactive use of MICS is an important mediator in the relationship between top team diversity and policies focused on hospital decentralization. Top management teams with diverse characteristics (e.g. age, length of service, education and experience) use management information interactively to enhance activity coordination and resource allocation in hospitals. Copyright © 2016 SESPAS. Published by Elsevier Espana. All rights reserved.

  19. Team health, an assessment approach to engage first year students in cross-cultural and cross-discipline teams towards more effective team-working

    Directory of Open Access Journals (Sweden)

    Kathy Egea

    Full Text Available Specialists who work in a globalised environment, need to work in teams, if they are to be continuously effective. The challenge for IT educators is to design and implement inter-cultural teamwork practices into their curriculum. Investigating this challenge, this case study describes Team Health, an assessment approach designed to skill students to be more effective in team working in cross-cultural and cross-discipline teams. The educational context is teamwork practice within a first year introductory web design course. Framed by Saunders\\'s virtual team lifecycle model (relationship building and team processes and Hofstede\\'s cultural dimensions (communication and working cross-culturally, the assessment approach utilises reflective and iterative strategies to support team working. At three points in the semester, students complete a survey on these four concepts, identify team strengths and weaknesses from the results of the surveys and work towards addressing one team weakness. The final assessment activity requires students to reflect on team working for the semester. Key attributes for effective team working are identified from the three surveys and the final reflective summaries. This paper compares course outcomes such as team cohesion and student grades to the previous course offering and shows that with the introduction of Team Health, the more complex student cohorts under this study achieve equally well. It is concluded that the guided reflective practices underpinning Team Health can prepare students for first year approaches to teamwork, and thereby provide starting points for working in future global teams where members are both culturally diverse and from different discipline areas.

  20. Creating and supporting a mixed methods health services research team.

    Science.gov (United States)

    Bowers, Barbara; Cohen, Lauren W; Elliot, Amy E; Grabowski, David C; Fishman, Nancy W; Sharkey, Siobhan S; Zimmerman, Sheryl; Horn, Susan D; Kemper, Peter

    2013-12-01

    To use the experience from a health services research evaluation to provide guidance in team development for mixed methods research. The Research Initiative Valuing Eldercare (THRIVE) team was organized by the Robert Wood Johnson Foundation to evaluate The Green House nursing home culture change program. This article describes the development of the research team and provides insights into how funders might engage with mixed methods research teams to maximize the value of the team. Like many mixed methods collaborations, the THRIVE team consisted of researchers from diverse disciplines, embracing diverse methodologies, and operating under a framework of nonhierarchical, shared leadership that required new collaborations, engagement, and commitment in the context of finite resources. Strategies to overcome these potential obstacles and achieve success included implementation of a Coordinating Center, dedicated time for planning and collaborating across researchers and methodologies, funded support for in-person meetings, and creative optimization of resources. Challenges are inevitably present in the formation and operation of effective mixed methods research teams. However, funders and research teams can implement strategies to promote success. © Health Research and Educational Trust.

  1. Service climate in self-managing teams: Mapping the linkage of team member perceptions and service performance outcomes in a business-to-business setting

    NARCIS (Netherlands)

    Jong, de A.; Ruyter, de J.C.; Lemmink, J.G.A.M.

    2005-01-01

    Drawing from the organizational behaviour and services marketing literature, we develop a conceptual model of self-managing team (SMT) service climate, taking into account characteristics of the organizational context, the SMT, and the individual employee. In order to assess the impact of SMT

  2. Back injury prevention: a lift team success story.

    Science.gov (United States)

    Hefti, Kelly S; Farnham, Richard J; Docken, Lisa; Bentaas, Ruth; Bossman, Sharon; Schaefer, Jill

    2003-06-01

    Work related back injuries among hospital personnel account for high volume, high cost workers' compensation claims. These injuries can be life altering experiences, affecting both the personal and professional lives of injured workers. Lifting must be viewed as a skill involving specialized training and mandated use of mechanical equipment, rather than as a random task performed by numerous health care providers. The use of a lift team specially trained in body mechanics, lifting techniques, and the use of mandated mechanical equipment can significantly affect injury data, financial outcomes, and employee satisfaction. The benefits of a lift team extend beyond the effect on injury and financial outcomes--they can be used for recruitment and retention strategies, and team members serve as mentors to others by demonstrating safe lifting techniques. Ultimately, a lift team helps protect a valuable resource--the health care worker.

  3. Bringing employees closer : the effect of proximity on communication when teams function under time pressure

    NARCIS (Netherlands)

    Chong, S.F.D.; Eerde, van W.; Rutte, C.G.; Chai, K.H.

    2012-01-01

    Some studies have assumed close proximity to improve team communication on the premise that reduced physical distance increases the chance of contact and information exchange. However, research showed that the relationship between team proximity and team communication is not always straightforward

  4. Comparing antecedents of voluntary job turnover among majority and minority employees

    NARCIS (Netherlands)

    Hofhuis, Joep; Van der Zee, Karen I.; Otten, Sabine

    2014-01-01

    Purpose - Cultural minority employees often display higher rates of voluntary turnover than majority employees, which reduces organizations' ability to benefit from diversity in the workplace. The purpose of this paper is to identify specific job domains which are responsible for this difference.

  5. Comparing antecedents of voluntary job turnover among majority and minority employees

    NARCIS (Netherlands)

    Hofhuis, J.; van der Zee, K.I.; Otten, S.

    2014-01-01

    Purpose Cultural minority employees often display higher rates of voluntary turnover than majority employees, which reduces organizations’ ability to benefit from diversity in the workplace. The purpose of this paper is to identify specific job domains which are responsible for this difference.

  6. International Fellows of NCI at Frederick | Poster

    Science.gov (United States)

    Each year, the Employee Diversity Team (EDT) acknowledges members of the NCI at Frederick Community for their achievements and contributions towards the mission of facility.  Historically, the team has profiled the “Women of NCI at Frederick,” but this year, the team decided to instead shed light on the diverse and successful individuals who make up the international fellows community.

  7. Proactivity directed toward the team and organization : the role of leadership, commitment and role-breadth self-efficacy

    OpenAIRE

    Strauss, Karoline; Griffin, Mark A.; Rafferty, Alannah E.

    2009-01-01

    Employees' proactive behaviour is increasingly important for organizations seeking to adapt in uncertain economic environments. This study examined the link between leadership and proactive behaviour. We differentiated between organizational leadership and team leadership and proposed that transformational leadership by team leaders would enhance commitment to the team, which would predict team member proactivity. In contrast, transformational leadership by leaders of the organization would e...

  8. Antecendents and consequences of group potency : a study of self-managing teams in customer services

    NARCIS (Netherlands)

    Jong, de A.; Ruyter, de J.C.; Wetzels, M.G.M.

    2005-01-01

    This paper proposes and tests a model of antecedents and consequences of group potency in self-managing teams in retail banking. Based on data collected from boundary-spanning service employees organized in 60 teams and their customers, our findings reveal a significant positive impact of group

  9. Workplace violence investigations and activation of the threat management teams in a multinational corporation.

    Science.gov (United States)

    Peek-Asa, Corinne; Casteel, Carri; Rugala, Eugene; Romano, Steve; Ramirez, Marizen

    2013-11-01

    We examined threat management investigations conducted by a large multinational company. The company provided a database, removing any identifiers, of investigations by the corporate Threat Management Teams in 2009 and 2010. Rates were calculated using worker population data. During the 2-year study period, the company investigated threat management cases at a rate of 13.9 per 10,000 employees per year. Cases that activated a Threat Management Team were more likely to lead to corrective action (odds ratio = 2.0; 95% confidence interval = 1.08 to 3.87) and referral to the Employee Assistance Program (odds ratio = 4.8; 95% confidence interval = 3.00 to 7.77), but were not related to likelihood of termination. When the multidisciplinary teams were involved, cases were more likely to result in some type of action but were not more likely to lead to termination.

  10. Do Personality and Organizational Politics Predict Workplace Victimization? A Study among Ghanaian Employees

    OpenAIRE

    Amponsah-Tawiah, Kwesi; Annor, Francis

    2016-01-01

    Background: Workplace victimization is considered a major social stressor with significant implications for the wellbeing of employees and organizations. The aim of this study was to examine the influences of employees' personality traits and organizational politics on workplace victimization among Ghanaian employees. Methods: Using a cross-sectional design, data were collected from 631 employees selected from diverse occupations through convenience sampling. Data collection tools were sta...

  11. Diversity Management

    DEFF Research Database (Denmark)

    Ravazzani, Silvia

    2018-01-01

    This entry provides an overview of diversity management which, in the context of organizations, consists in the strategic process of harnessing the potential of all employees to create an inclusive environment and, at the same time, contribute to meeting organizational goals. The entry first...... describes the complex construct of diversity that has been variously conceptualized in the literature, embracing multiple social and informational diversity dimensions such as gender, age, culture, values, and workstyle. This is followed by illustration of the historical development of diversity-management...... discourse and practice, and possible overarching approaches guiding organizations. It goes on to elucidate elements linked to the implementation of diversity management: positive and negative outcomes, most spread practices including communication, and contingency factors shaping the understanding...

  12. The effect of the mediator training of teachers of educational institutions on the psychological climate in the team

    Directory of Open Access Journals (Sweden)

    Shamlikashvili C.A.

    2017-12-01

    Full Text Available The article examines the impact of the training programmes of mediation in special educational institution (SUVA and educational institutions (ei on the psychological climate in the team. The research is based on data obtained from 154 people, employees of educational institutions. Of them, 37 persons – employees of SUVA, and 117 bangs – employees OU. There were three methods of psychological diagnostics - Methods of assessment of psychological atmosphere in the team at A. F. Fielder, index Sikora and assessment of communicative skills. When comparing the performance of tests to conduct training programs on the basics of mediation and after its passage determined that among the staff of the SUVA (in analysis Wilcoxon test, p = 0,0027 and staff of the OU (in the test analysis Wilcoxon p <0.0001 is statistically significant increase in the level of group cohesion, defined in test Sisera. Obtained data on scales methods for the assessment of psychological atmosphere in the team at A. F. Fielder. According to the results of this study are the employees of SUVA has not been a statistically significant change in rates of bipolar scales that measure different quality characteristics of the atmosphere in the team. At that time, as the employees OU for all the ten scales produced statistically significant differences, indicating improvement. In the test of evaluation of communicative skills not observed statistically significant differences neither in the group of the SUVA (in analysis Wilcoxon test, p=0,079 or in the Oh group (in analysis Wilcoxon test, p=0.95 of employees. The results of the study indicate that learning the basics of mediation contributes to the improvement of several characteristics of the psychological climate within the collectives, SUVA and OU. At the same time, there are fundamental differences between the groups of those agencies that require additional testing.

  13. Staying Alive! Training High-Risk Teams for Self Correction

    Science.gov (United States)

    Slack, Kelley; Noe, Raymond; Weaver, Sallie

    2011-01-01

    Research examining teams working in high-risk operations has been lacking. The present symposium showcases research on team training that helps to optimize team performance in environments characterized by life or death situations arising spontaneously after long periods of mundane activity by pulling experts from diverse areas of industry: space flight, health care, and medical simulation.

  14. Social cohesiveness and absenteeism - The relationship between characteristics of employees and short-term absenteeism within an organization

    NARCIS (Netherlands)

    Sanders, K; Nauta, A

    2004-01-01

    This study tries to explain the relationship between characteristics of the employees (e.g., gender and working hours) and short-term absenteeism by examining the social cohesiveness of a team. Hypotheses are formulated concerning gender and working hours of employees, social cohesiveness, and

  15. Social cohesiveness and absenteeism : the relationship between characteristics of employees and short-term absenteeism within an organization

    NARCIS (Netherlands)

    Sanders, K.; Nauta, A.

    2004-01-01

    This article tries to explain the relationship between characteristics of the employees as gender and working hours, and short-term absenteeism by examining the social cohesiveness of a team. Hypotheses are formulated concerning gender and working hours of employees, social cohesiveness, and

  16. Workflow Enhancement (WE) Improves Safety in Radiation Oncology: Putting the WE and Team Together

    International Nuclear Information System (INIS)

    Chao, Samuel T.; Meier, Tim; Hugebeck, Brian; Reddy, Chandana A.; Godley, Andrew; Kolar, Matt; Suh, John H.

    2014-01-01

    Purpose: To review the impact of a workflow enhancement (WE) team in reducing treatment errors that reach patients within radiation oncology. Methods and Materials: It was determined that flaws in our workflow and processes resulted in errors reaching the patient. The process improvement team (PIT) was developed in 2010 to reduce errors and was later modified in 2012 into the current WE team. Workflow issues and solutions were discussed in PIT and WE team meetings. Due to tensions within PIT that resulted in employee dissatisfaction, there was a 6-month hiatus between the end of PIT and initiation of the renamed/redesigned WE team. In addition to the PIT/WE team forms, the department had separate incident forms to document treatment errors reaching the patient. These incident forms are rapidly reviewed and monitored by our departmental and institutional quality and safety groups, reflecting how seriously these forms are treated. The number of these incident forms was compared before and after instituting the WE team. Results: When PIT was disbanded, a number of errors seemed to occur in succession, requiring reinstitution and redesign of this team, rebranded the WE team. Interestingly, the number of incident forms per patient visits did not change when comparing 6 months during the PIT, 6 months during the hiatus, and the first 6 months after instituting the WE team (P=.85). However, 6 to 12 months after instituting the WE team, the number of incident forms per patient visits decreased (P=.028). After the WE team, employee satisfaction and commitment to quality increased as demonstrated by Gallup surveys, suggesting a correlation to the WE team. Conclusions: A team focused on addressing workflow and improving processes can reduce the number of errors reaching the patient. Time is necessary before a reduction in errors reaching patients will be seen

  17. Workflow Enhancement (WE) Improves Safety in Radiation Oncology: Putting the WE and Team Together

    Energy Technology Data Exchange (ETDEWEB)

    Chao, Samuel T., E-mail: chaos@ccf.org [Department of Radiation Oncology, Taussig Cancer Institute, Cleveland Clinic, Cleveland, Ohio (United States); Rose Ella Burkhardt Brain Tumor and Neuro-oncology Center, Cleveland Clinic, Cleveland, Ohio (United States); Meier, Tim; Hugebeck, Brian; Reddy, Chandana A.; Godley, Andrew; Kolar, Matt [Department of Radiation Oncology, Taussig Cancer Institute, Cleveland Clinic, Cleveland, Ohio (United States); Suh, John H. [Department of Radiation Oncology, Taussig Cancer Institute, Cleveland Clinic, Cleveland, Ohio (United States); Rose Ella Burkhardt Brain Tumor and Neuro-oncology Center, Cleveland Clinic, Cleveland, Ohio (United States)

    2014-07-15

    Purpose: To review the impact of a workflow enhancement (WE) team in reducing treatment errors that reach patients within radiation oncology. Methods and Materials: It was determined that flaws in our workflow and processes resulted in errors reaching the patient. The process improvement team (PIT) was developed in 2010 to reduce errors and was later modified in 2012 into the current WE team. Workflow issues and solutions were discussed in PIT and WE team meetings. Due to tensions within PIT that resulted in employee dissatisfaction, there was a 6-month hiatus between the end of PIT and initiation of the renamed/redesigned WE team. In addition to the PIT/WE team forms, the department had separate incident forms to document treatment errors reaching the patient. These incident forms are rapidly reviewed and monitored by our departmental and institutional quality and safety groups, reflecting how seriously these forms are treated. The number of these incident forms was compared before and after instituting the WE team. Results: When PIT was disbanded, a number of errors seemed to occur in succession, requiring reinstitution and redesign of this team, rebranded the WE team. Interestingly, the number of incident forms per patient visits did not change when comparing 6 months during the PIT, 6 months during the hiatus, and the first 6 months after instituting the WE team (P=.85). However, 6 to 12 months after instituting the WE team, the number of incident forms per patient visits decreased (P=.028). After the WE team, employee satisfaction and commitment to quality increased as demonstrated by Gallup surveys, suggesting a correlation to the WE team. Conclusions: A team focused on addressing workflow and improving processes can reduce the number of errors reaching the patient. Time is necessary before a reduction in errors reaching patients will be seen.

  18. HOW CORPORATIONS MOTIVATE THEIR EMPLOYEES – HRVATSKI TELEKOM EXAMPLE

    Directory of Open Access Journals (Sweden)

    Aleksandar Erceg

    2016-07-01

    increase competitiveness of the company. Their managers need to know who their employees are, what are their habits, what kind is their behavior in the company, whether they are willing to work in teams, their features and capabilities. Based on the answers to these questions, managers need to know which of the motivational techniques apply to individual employee in order to achieve the best result. This paper describes different motivation theories and shows the theoretical framework of human resource management through motivation and compensation programs based on practical example. As a practical example, Hrvatski Telekom (HT was chosen due to its compliance with the basic principles of human resource management including motivating employees which results in company success on Croatian telecommunication market.

  19. [The function of team-meetings for treatment teams on child and adolescent psychiatric wards].

    Science.gov (United States)

    Branik, Emil; Meng, Heiner

    2006-01-01

    In the daily work of multidisciplinary teams on child and adolescent psychiatric wards team-meetings play a central role to coordinate various treatment activities. In medical literature studies on the topic are lacking, and only few articles were found. The authors explore by a descriptive-hermeneutic analysis the numerous functions of meetings for the treatment team. To them belong catharsis, containment, reflection, regulation and integration. Psychodynamic, group dynamical and institutional factors will be described regarding their influence on the therapy management. Issues of power in institutions will be comprised in the discussion. The dialectical tension between professionalism and emotionality in the work with patients especially from the borderline-spectrum as well as between unity and diversity within the treatment team in regard to the different roles of each and everyone team member will be presented. Hints at how to manage these tensions will be given to preserve the therapeutical milieu on the ward.

  20. Psychological predictors of cultural diversity support at work.

    Science.gov (United States)

    Hiemstra, Annemarie M F; Derous, Eva; Born, Marise Ph

    2017-07-01

    As diversity management activities become more prominent worldwide it is important to understand psychological reactions to them to ensure success, but empirical evidence is lacking. This study investigated employees' and managers' intentions and behavior to promote cultural diversity at work in a variety of organizations in the Netherlands, using Ajzen's theory of planned behavior. Predictors of intentions to promote cultural diversity at work (N = 670) and actual behavior after 6 months were assessed among managers and employees using self-reports in a 2-wave survey design. Participants' average age at Time 1 was 38.26 years (SD = 11.86), 56% was female, and there were 78.1% Dutch ethnic majority and 21.9% ethnic minority participants. Attitude to cultural diversity promotion at work and perceived behavioral control (PBC) related positively to both individuals' intentions to promote cultural diversity at work, which in turn predicted behavior. The strongest driver, however, was attitude. Managers' reported PBC and behavior were higher compared to employees. This study supported the applicability of the theory of planned behavior to predict intentions and behavior to promote cultural diversity at work. With an increasingly diverse workforce, this study aimed to advance our understanding of drivers of individual reactions and behavior to support cultural diversity at work. (PsycINFO Database Record (c) 2017 APA, all rights reserved).

  1. Enhancing institutions and research through human diversity: reflections on diversity, inclusion, and the future of plant and natural resource sciences

    Science.gov (United States)

    Michael J. Dockry

    2015-01-01

    Many research institutions and professional societies are looking to enhance the diversity of their members, employees, and scientists. To do this, their efforts often focus on recruitment and retention of minority employees and employees from protected classes (e.g., race, religion, sex, age); however, recruitment and retention efforts can prove difficult and do not...

  2. A social-cognitive framework of multidisciplinary team innovation.

    Science.gov (United States)

    Paletz, Susannah B F; Schunn, Christian D

    2010-01-01

    The psychology of science typically lacks integration between cognitive and social variables. We present a new framework of team innovation in multidisciplinary science and engineering groups that ties factors from both literatures together. We focus on the effects of a particularly challenging social factor, knowledge diversity, which has a history of mixed effects on creativity, most likely because those effects are mediated and moderated by cognitive and additional social variables. In addition, we highlight the distinction between team innovative processes that are primarily divergent versus convergent; we propose that the social and cognitive implications are different for each, providing a possible explanation for knowledge diversity's mixed results on team outcomes. Social variables mapped out include formal roles, communication norms, sufficient participation and information sharing, and task conflict; cognitive variables include analogy, information search, and evaluation. This framework provides a roadmap for research that aims to harness the power of multidisciplinary teams. Copyright © 2009 Cognitive Science Society, Inc.

  3. Personality Assessment for Employee Development: Ivory Tower or Real World?

    Science.gov (United States)

    Moyle, Penny; Hackston, John

    2018-06-22

    The acceptance and popularity of personality assessments in organizational contexts has grown enormously over the last 40 years. Although these are used across many applications, such as executive coaching, team building, and hiring and promotion decisions, the focus of most published research on the use of personality assessments at work is biased toward assessment for employee selection. Reviews have therefore tended to use criteria that are appropriate for selection, neglecting the additional and different criteria that are important in relation to employee development. An illustration of the often-discussed scientist-practitioner divide is that the Myers-Briggs Type Indicator is the most widely known and used personality assessment in organizations, despite harsh criticism by the academic community. This article reviews this debate, and draws implications for the appropriate choice of personality assessments for use in individual and team development, and a new direction for scientific research.

  4. Valuing productivity loss due to absenteeism: firm-level evidence from a Canadian linked employer-employee survey.

    Science.gov (United States)

    Zhang, Wei; Sun, Huiying; Woodcock, Simon; Anis, Aslam H

    2017-12-01

    In health economic evaluation studies, to value productivity loss due to absenteeism, existing methods use wages as a proxy value for marginal productivity. This study is the first to test the equality between wage and marginal productivity losses due to absenteeism separately for team workers and non-team workers. Our estimates are based on linked employer-employee data from Canada. Results indicate that team workers are more productive and earn higher wages than non-team workers. However, the productivity gap between these two groups is considerably larger than the wage gap. In small firms, employee absenteeism results in lower productivity and wages, and the marginal productivity loss due to team worker absenteeism is significantly higher than the wage loss. No similar wage-productivity gap exists for large firms. Our findings suggest that productivity loss or gain is most likely to be underestimated when valued according to wages for team workers. The findings help to value the burden of illness-related absenteeism. This is important for economic evaluations that seek to measure the productivity gain or loss of a health care technology or intervention, which in turn can impact policy makers' funding decisions.

  5. APPLICATION OF FUZZY ANALYTIC HIERARCHY PROCESS TO BUILDING RESEARCH TEAMS

    Directory of Open Access Journals (Sweden)

    Karol DĄBROWSKI

    2016-01-01

    Full Text Available Building teams has a fundamental impact for execution of research and development projects. The teams appointed for the needs of given projects are based on individuals from both inside and outside of the organization. Knowledge is not only a product available on the market but also an intangible resource affecting their internal and external processes. Thus it is vitally important for businesses and scientific research facilities to effectively manage knowledge within project teams. The article presents a proposal to use Fuzzy AHP (Analytic Hierarchy Process and ANFIS (Adaptive Neuro Fuzzy Inference System methods in working groups building for R&D projects on the basis of employees skills.

  6. Application of Fuzzy Analytic Hierarchy Process to Building Research Teams

    Science.gov (United States)

    Dąbrowski, Karol; Skrzypek, Katarzyna

    2016-03-01

    Building teams has a fundamental impact for execution of research and development projects. The teams appointed for the needs of given projects are based on individuals from both inside and outside of the organization. Knowledge is not only a product available on the market but also an intangible resource affecting their internal and external processes. Thus it is vitally important for businesses and scientific research facilities to effectively manage knowledge within project teams. The article presents a proposal to use Fuzzy AHP (Analytic Hierarchy Process) and ANFIS (Adaptive Neuro Fuzzy Inference System) methods in working groups building for R&D projects on the basis of employees skills.

  7. Successful Employee Empowerment: Major Determinants in the Jordanian Context

    Directory of Open Access Journals (Sweden)

    Khadra DAHOU

    2018-05-01

    Full Text Available Being the most important asset, the human resource represents today the source of the organizations’ sustainable competitive advantage. This focus on the employee as the organizations’ core of human capital management drives the current interest in empowerment. This paper explores the concept of employee empowerment and the main influential factors in implementing an empowerment initiative: job design, transformational leadership, decision-making authority, continuous training and development, sharing information, and self-managed teams. Using a hypotheses testing approach, this correlational cross-sectional field study investigates the influence of the six factors on the adoption of employee empowerment. Using a questionnaire method, data was collected from Jordanian commercial banks. The results of a multiple linear regression analysis revealed that sharing information, job design, transformational leadership and decision making authority have a positive effect on employee empowerment. Sharing information and adopting the appropriate job design inside the organization have the strongest influence in that fostering these initiatives would certainly make banks’ employees’ empowerment successful. The research provides insights into the perception of employee empowerment in the Jordanian context, specifically in the banking industry, a high service- oriented sector where empowering employees become a must for a better customer service

  8. Evaluating the effectiveness of health care teams.

    Science.gov (United States)

    Mickan, Sharon M

    2005-05-01

    While it is recognised that effective health care teams are associated with quality patient care, the literature is comparatively sparse in defining the outcomes of effective teamwork. This literature review of the range of organisational, team and individual benefits of teamwork complements an earlier article which summarised the antecedent conditions for (input) and team processes (throughput) of effective teams. This article summarises the evidence for a range of outcome measures of effective teams. Organisational benefits of teamwork include reduced hospitalisation time and costs, reduced unanticipated admissions, better accessibility for patients, and improved coordination of care. Team benefits include efficient use of health care services, enhanced communication and professional diversity. Patients report benefits of enhanced satisfaction, acceptance of treatment and improved health outcomes. Finally, team members report enhanced job satisfaction, greater role clarity and enhanced well-being. Due to the inherent complexity of teamwork, a constituency model of team evaluation is supported where key stakeholders identify and measure the intended benefits of a team.

  9. Total organizational team building at the V.C. Summer Nuclear Station

    International Nuclear Information System (INIS)

    Carswell, R.W.; Parks, J.W.

    1988-01-01

    The V.C. Summer station of South Carolina Electric and Gas Company began a total organizational team building program in 1985 as one of several methods by which to make overall operational improvements. The team model selected was developed by Carswell ampersand Associated, Inc. The model has been used successfully in a number of nonnuclear applications. This was its first usage in a nuclear power plant. Total organizational team building has had positive results at the V.C. Summer station. The data suggest that including all employees in decision making can assist with increasing efficiency, morale, and safety in a nuclear power plant

  10. Valuing productivity loss due to absenteeism: firm-level evidence from a Canadian linked employer-employee survey

    OpenAIRE

    Zhang, Wei; Sun, Huiying; Woodcock, Simon; Anis, Aslam H.

    2017-01-01

    In health economic evaluation studies, to value productivity loss due to absenteeism, existing methods use wages as a proxy value for marginal productivity. This study is the first to test the equality between wage and marginal productivity losses due to absenteeism separately for team workers and non-team workers. Our estimates are based on linked employer-employee data from Canada. Results indicate that team workers are more productive and earn higher wages than non-team workers. However, t...

  11. The Association of Team-Specific Workload and Staffing with Odds of Burnout Among VA Primary Care Team Members.

    Science.gov (United States)

    Helfrich, Christian D; Simonetti, Joseph A; Clinton, Walter L; Wood, Gordon B; Taylor, Leslie; Schectman, Gordon; Stark, Richard; Rubenstein, Lisa V; Fihn, Stephan D; Nelson, Karin M

    2017-07-01

    Work-related burnout is common in primary care and is associated with worse patient safety, patient satisfaction, and employee mental health. Workload, staffing stability, and team completeness may be drivers of burnout. However, few studies have assessed these associations at the team level, and fewer still include members of the team beyond physicians. To study the associations of burnout among primary care providers (PCPs), nurse care managers, clinical associates (MAs, LPNs), and administrative clerks with the staffing and workload on their teams. We conducted an individual-level cross-sectional analysis of survey and administrative data in 2014. Primary care personnel at VA clinics responding to a national survey. Burnout was measured with a validated single-item survey measure dichotomized to indicate the presence of burnout. The independent variables were survey measures of team staffing (having a fully staffed team, serving on multiple teams, and turnover on the team), and workload both from survey items (working extended hours), and administrative data (patient panel overcapacity and average panel comorbidity). There were 4610 respondents (estimated response rate of 20.9%). The overall prevalence of burnout was 41%. In adjusted analyses, the strongest associations with burnout were having a fully staffed team (odds ratio [OR] = 0.55, 95% CI 0.47-0.65), having turnover on the team (OR = 1.67, 95% CI 1.43-1.94), and having patient panel overcapacity (OR = 1.19, 95% CI 1.01-1.40). The observed burnout prevalence was 30.1% lower (28.5% vs. 58.6%) for respondents working on fully staffed teams with no turnover and caring for a panel within capacity, relative to respondents in the inverse condition. Complete team staffing, turnover among team members, and panel overcapacity had strong, cumulative associations with burnout. Further research is needed to understand whether improvements in these factors would lower burnout.

  12. Diversity, Equity, & Inclusion at Berkeley Lab

    Science.gov (United States)

    Berkeley Lab A-Z Index Directory Search Diversity, Equity, & Inclusion at Berkeley Lab Home Diversity & Inclusion Council Women Scientists & Engineers Council Employee Resource Groups -and culture of inclusion are key to attracting and engaging the brightest minds and furthering our

  13. Employee retention: an issue of survival in healthcare.

    Science.gov (United States)

    Collins, Sandra K; Collins, Kevin S

    2004-01-01

    Successful healthcare organizations emphasize attracting human resource assets and aggressively seek to resolve and prevent high employee turnover. Understanding the key components surrounding the importance of measuring employee turnover, learning how it affects patient care, and realizing what is needed to retain quality employees is central to the resolution. Measuring employee turnover in a healthcare department is fundamental to the success of the organization and the quality of care it delivers. Some studies indicate the cost of turnover can average 150% of the employee's annual salary. Furthermore, when employees leave, their duties are shifted to the remaining personnel who feel obligated to shoulder the additional burden. The most important impact of employee turnover may be the effect on patient care. Generally, all patients prefer to be cared for by the same members of a healthcare team each time they require treatment. This involves building relationships between the patients and their respective healthcare organizations. These relationships are important to the success of the facility, especially in cases where the same treatment/care can be received elsewhere. Creating an organizational environment that is dedicated to the retention of talented personnel is the first step in reducing employee turnover. Determining why employees are leaving an organization is an important part of developing an effective strategy. One way this information can be obtained is by conducting detailed exit interviews. Organizations should focus on the following issues in order to maintain their qualified workforce in the long term: communication; decision making; compensation, benefits, and career development; recruitment; appreciation and understanding; and management.

  14. Body Percussion and Team Building through the BAPNE Method

    Directory of Open Access Journals (Sweden)

    Romero-Naranjo A.A.

    2016-01-01

    Full Text Available BAPNE Method is a method based on cognitive stimulation integrating music and movement through body percussion. The aim of this research is to explore its whole potential as a tool to build teams. Team building is a philosophy for work design, and since over two decades ago, it defends that obtaining a high performance and organizing efficiency is more useful to perceive employees as interdependent members in a team of work than individuals ones. From this viewpoint, this research advocates that BAPNE Method’s body percussion practice will have an impact on this vision of team work directly. For its own characteristics, body percussion stimulates ways of contact in movement, which ease social ties and, especially, promote group cohesion. Through social, body and, affective dimension; BAPNE Method is capable of developing a shared vision and a single aim, to stimulate team work identity and an atmosphere of trust; and finally, to improve individual communication and satisfaction levels in group tasks.

  15. Prevalence of workplace bullying of South African employees

    Directory of Open Access Journals (Sweden)

    Leanri Cunniff

    2012-09-01

    Full Text Available Orientation: Workplace bullying has negative physical and psychological effects on employees and several negative effects on organisations.Research purpose: The purpose of the research was to determine the prevalence of workplace bullying in South Africa and whether there are differences in employees’ experiences of bullying with regard to socio-demographic characteristics, sense of coherence (SOC and diversity experiences.Motivation for the study: This study intended to draw attention to the implications and negative effects of workplace bullying and to determine whether employees with certain socio-demographic characteristics, SOC levels and diversity experiences experience higher levels of bullying than others do.Research design, approach and method: The researchers used a cross-sectional field survey approach. They used an availability sample (N = 13 911. They computed frequencies to determine the prevalence of workplace bullying and used a multivariate analysis of variance (MANOVA and analyses of variance (ANOVAs to determine the differences between the groups.Main findings: The results showed that 31.1% of the sample had experienced workplace bullying. The researchers found significant differences between all the socio-demographic groups. Participants with higher levels of SOC, and who experienced diversity positively, reported lower levels of workplace bullying.Practical/managerial implications: Employers need to realise that workplace bullying is a common problem amongst South African employees and should ensure that they have the necessary prevention methods.Contribution/value-add: This study contributes to the limited research on the prevalence of workplace bullying and its relationship with SOC and diversity experiences in the South African workplace.

  16. Prevalence of workplace bullying of South African employees

    Directory of Open Access Journals (Sweden)

    Leanri Cunniff

    2012-09-01

    Full Text Available Orientation: Workplace bullying has negative physical and psychological effects on employees and several negative effects on organisations. Research purpose: The purpose of the research was to determine the prevalence of workplace bullying in South Africa and whether there are differences in employees’ experiences of bullying with regard to socio-demographic characteristics, sense of coherence (SOC and diversity experiences. Motivation for the study: This study intended to draw attention to the implications and negative effects of workplace bullying and to determine whether employees with certain socio-demographic characteristics, SOC levels and diversity experiences experience higher levels of bullying than others do. Research design, approach and method: The researchers used a cross-sectional field survey approach. They used an availability sample (N = 13 911. They computed frequencies to determine the prevalence of workplace bullying and used a multivariate analysis of variance (MANOVA and analyses of variance (ANOVAs to determine the differences between the groups. Main findings: The results showed that 31.1% of the sample had experienced workplace bullying. The researchers found significant differences between all the socio-demographic groups. Participants with higher levels of SOC, and who experienced diversity positively, reported lower levels of workplace bullying. Practical/managerial implications: Employers need to realise that workplace bullying is a common problem amongst South African employees and should ensure that they have the necessary prevention methods. Contribution/value-add: This study contributes to the limited research on the prevalence of workplace bullying and its relationship with SOC and diversity experiences in the South African workplace.

  17. Teaching Culturally Diverse Students.

    Science.gov (United States)

    Correa, Vivian; Tulbert, Beth

    1991-01-01

    Characteristics of culturally diverse students are discussed in terms of language, culture, and socioeconomic factors. Meeting the educational needs of culturally diverse students can involve interactive teaming of professionals; parent involvement; and providing appropriate services, assessment, curriculum, and instruction. (JDD)

  18. Top Management Team Diversity and Strategic Innovation Orientation: The Relationship and Consequences for Innovativeness and Performance

    DEFF Research Database (Denmark)

    Talke, Katrin; Salomo, Søren; Kock, Alexander

    2011-01-01

    A firm's strategic innovation orientation, which is aimed at discovering and satisfying emerging customer needs with novel technological solutions, has repeatedly been shown to be crucial for firm innovativeness and firm performance. Despite its apparent importance, relatively little research has...... addressed antecedents of a firm's strategic orientation that help explain heterogeneity in innovation strategies across firms. Especially the influence of top management teams (TMT) should be critical, since innovation strategies are shaped at the top management level. Building on the theory of upper...... market data for firm performance. Results indicate that TMT diversity, measured as heterogeneity in educational, functional, industry, and organizational background, has a strong positive effect on a firm's innovation orientation. A strong proactive focus on emerging customer needs and on novel...

  19. The Situational Leadership Approach Effects on Employee Motivation in Multi-Generational Information Technology Organizations

    Science.gov (United States)

    Irby, Thaddaeus

    2011-01-01

    This study examines the three generations comprising today's IT organizations to determine whether the Situational Leadership approach is effective in motivating this diverse work force to perform project-related tasks. Baby Boomer employees, Generation X employees, and Generation Y employees are the three generations actively employed in IT…

  20. the effect of cultural diversity on employee productivity in work

    African Journals Online (AJOL)

    profit usually find it difficult to survive in the competitive economy of the 21st century. Central ... knowledge, belief, art, morals, law, custom and any other capabilities and habits ... employee which in turn serves as fuel to organizational growth.

  1. Building a team through a strategic planning process.

    Science.gov (United States)

    Albert, Debra; Priganc, Dave

    2014-01-01

    Strategic planning is a process often left to senior hospital leadership, with limited input from unit-level, bedside patient care providers. This frequent approach to strategic planning misses the opportunity to engage a wide range of employees, build a shared sense of commitment, produce a collaborative team environment, and to generate greater acceptance of the plan. The Patient Care Services division at the University of Chicago Medicine used a strategic planning process that incorporated 360-degree input from both within the Patient Care Services division and outside of the division. The result is a strategic vision and plan that, shaped by broad-based input from both internal and external constituencies, is strengthened by the team that emerged from the process. Through the process of identifying a common understanding of the group's future direction, a shared purpose was created that transcended traditional professional boundaries and shaped a cohesive team focused on effective and efficient patient care. Now, with a focused strategic plan and a team centered on a shared purpose, the team is beginning to effectively deliver on the plan.

  2. Factors associated with a positive attitude towards change among employees during the early phase of a downsizing process.

    Science.gov (United States)

    Svensen, Erling; Neset, Gunnar; Eriksen, Hege R

    2007-04-01

    Most research on organizational changes in working life, including downsizing, focuses on the negative attitudes and negative consequences of the change. The aim of this study was to evaluate if the employee's previous learning experience and characteristics of the working environment were associated with positive attitudes towards organizational change. The 467 employees (73.5% males) working in a global oil company in the early phases of a downsizing process were asked to answer a questionnaire with demographic variables, perception of the working environment, and attitude to change (93% response rate). Corporate social responsibility (CSR), involvement and participation, team leadership and team effectiveness were important factors related to positive attitudes towards organizational change. Non-leaders and older employees were positive to change. We conclude that employees' perceptions of their psychosocial working environment, in particular the CSR, were highly related to their attitude to organizational change.

  3. Biomedical engineering education through global engineering teams.

    Science.gov (United States)

    Scheffer, C; Blanckenberg, M; Garth-Davis, B; Eisenberg, M

    2012-01-01

    Most industrial projects require a team of engineers from a variety of disciplines. The team members are often culturally diverse and geographically dispersed. Many students do not acquire sufficient skills from typical university courses to function efficiently in such an environment. The Global Engineering Teams (GET) programme was designed to prepare students such a scenario in industry. This paper discusses five biomedical engineering themed projects completed by GET students. The benefits and success of the programme in educating students in the field of biomedical engineering are discussed.

  4. The Impact of Cooperative Video Games on Team Cohesion

    Science.gov (United States)

    Anderson, Greg

    2010-01-01

    In today's economy, productivity and efficiency require collaboration between employees. In order to improve collaboration the factors affecting teamwork must be examined to identify where changes can be made in order to increase performance. One factor contributing to teamwork is team cohesion and represents a process whereby members are joined…

  5. Rapid improvement teams.

    Science.gov (United States)

    Alemi, F; Moore, S; Headrick, L; Neuhauser, D; Hekelman, F; Kizys, N

    1998-03-01

    Suggestions, most of which are supported by empirical studies, are provided on how total quality management (TQM) teams can be used to bring about faster organizationwide improvements. Ideas are offered on how to identify the right problem, have rapid meetings, plan rapidly, collect data rapidly, and make rapid whole-system changes. Suggestions for identifying the right problem include (1) postpone benchmarking when problems are obvious, (2) define the problem in terms of customer experience so as not to blame employees nor embed a solution in the problem statement, (3) communicate with the rest of the organization from the start, (4) state the problem from different perspectives, and (5) break large problems into smaller units. Suggestions for having rapid meetings include (1) choose a nonparticipating facilitator to expedite meetings, (2) meet with each team member before the team meeting, (3) postpone evaluation of ideas, and (4) rethink conclusions of a meeting before acting on them. Suggestions for rapid planning include reducing time spent on flowcharting by focusing on the future, not the present. Suggestions for rapid data collection include (1) sample patients for surveys, (2) rely on numerical estimates by process owners, and (3) plan for rapid data collection. Suggestions for rapid organizationwide implementation include (1) change membership on cross-functional teams, (2) get outside perspectives, (3) use unfolding storyboards, and (4) go beyond self-interest to motivate lasting change in the organization. Additional empirical investigations of time saved as a consequence of the strategies provided are needed. If organizations solve their problems rapidly, fewer unresolved problems may remain.

  6. Tensions of Health: Narratives of Employee Wellness Program Participants.

    Science.gov (United States)

    Tang, Lu; Baker, Jane S; Meadows, Cui Zhang

    2016-09-01

    This article examines dialectical tensions in the health narratives of participants of the Employee Wellness Program (EWP) of a large public university in the southeastern United States. Semi-structured interviews (n = 12) with team leaders in the program indicated that health is a multifaceted concept characterized by three pairs of dialectical tensions: autonomy versus connection, private versus public, and control versus lack of control. These findings suggest that to better promote health and wellness in the workplace, EWP staff should consider employees' unique experiences and beliefs about health when designing organization-wide programs and campaigns. © 2016 The Author(s).

  7. The association between team climate at work and mental health in the Finnish Health 2000 Study.

    Science.gov (United States)

    Sinokki, M; Hinkka, K; Ahola, K; Koskinen, S; Klaukka, T; Kivimäki, M; Puukka, P; Lönnqvist, J; Virtanen, M

    2009-08-01

    Depression, anxiety and alcohol use disorders are common mental health problems in the working population. However, the team climate at work related to these disorders has not been studied using standardised interview methods and it is not known whether poor team climate predicts antidepressant use. This study investigated whether team climate at work was associated with DSM-IV depressive, anxiety and alcohol use disorders and subsequent antidepressant medication in a random sample of Finnish employees. The nationally representative sample comprised 3347 employees aged 30-64 years. Team climate was measured with a self-assessment scale. Diagnoses of depressive, anxiety and alcohol use disorders were based on the Composite International Diagnostic Interview. Data on the purchase of antidepressant medication in a 3-year follow-up period were collected from a nationwide pharmaceutical register of the Social Insurance Institution. In the risk factor adjusted models, poor team climate at work was significantly associated with depressive disorders (OR 1.61, 95% CI 1.10 to 2.36) but not with alcohol use disorders. The significance of the association between team climate and anxiety disorders disappeared when the model was adjusted for job control and job demands. Poor team climate also predicted antidepressant medication (OR 1.53, 95% CI 1.02 to 2.30). A poor team climate at work is associated with depressive disorders and subsequent antidepressant use.

  8. Career Competencies And Career Success Of Thai Employees In Tourism And Hospitality Sector

    OpenAIRE

    Aurathai Lertwannawit; Sirivan Serirat; Siroj Pholpantin

    2011-01-01

    This research assesses the relationship between career competencies and career success of Thai employees in the tourism and hospitality sector. The authors distinguished and operationalized four career competencies, i.e. computer and language skills, work spirits and ethics, team working and leadership, and tourism and hospitality knowledge and skills, and two career successes, i.e. objective and subjective career successes. A quantitative study was performed using 800 employees in four indus...

  9. Patients as team members: opportunities, challenges and paradoxes of including patients in multi-professional healthcare teams.

    Science.gov (United States)

    Martin, Graham P; Finn, Rachael

    2011-11-01

    Current healthcare policy emphasises the need for more collaborative, team-based approaches to providing care, and for a greater voice for service users in the management and delivery of care. Increasingly, policy encourages 'partnerships' between users and professionals so that users, too, effectively become team members. In examining this phenomenon, this paper draws on insights from the organisational-sociological literature on team work, which highlights the challenges of bringing together diverse professional groups, but which has not, to date, been applied in contexts where users, too, are included in teams. Using data from a qualitative study of five pilot cancer-genetics projects, in which service users were included in teams responsible for managing and developing new services, it highlights the difficulties involved in making teams of such heterogeneous members-and the paradoxes that arise when this task is achieved. It reveals how the tension between integration and specialisation of team members, highlighted in the literature on teams in general, is especially acute for service users, the distinctiveness of whose contribution is more fragile, and open to blurring. © 2011 The Authors. Sociology of Health & Illness © 2011 Foundation for the Sociology of Health & Illness/Blackwell Publishing Ltd.

  10. The case of the team-spirit tailspin.

    Science.gov (United States)

    Foster, R D

    1991-01-01

    Richard Johnson, newly appointed president of Century Airlines, knew the company's survival depended on customer service, which in turn depended on motivated employees. So he created the Century Spirit program to build team spirit by encouraging employee participation, individual initiative, and open communication. Among the program's early successes was a newspaper started by a group of flight attendants. The Plane Truth published information about benefits and work conditions as well as feature stories and humorous articles. It quickly became popular not only with flight attendants but also with pilots, machinists, and baggage handlers. As time went on, though, the Plane Truth began to run articles critical of the company. When management cut back workers' hours, the newspaper questioned what sacrifices the executives were making. When technical services released figures showing long turnaround times, the paper questioned the machinists' work ethic. Worried that customers might see the newspaper, Richard Johnson wanted to cancel it. The president of the flight attendants union also wanted to see it go because it was stirring up trouble with the machinists. Joan Raffin, Century's human resources director, was asked to stop the publication. But she hesitated. She knew that employee morale was on the brink, but she didn't know whether the newspaper was venting workers' frustrations and reinforcing team spirit or stirring up old animosities and bringing the whole company down. Was it creating more tension than unity or vice versa? Experts on organizational change, motivation, and management analyze the situation and make recommendations for what Joan Raffin should do.

  11. String Quartets as Self-Managed Teams: An Interdisciplinary Perspective

    Science.gov (United States)

    Gilboa, Avi; Tal-Shmotkin, Malka

    2012-01-01

    This article examines empirically and systematically whether a string quartet (SQ) ensemble is perceived as a self-managed team (SMT). SMTs, which were initially employed in the industrial world, are groups of employees that have a total responsibility for a defined project. The hypothesis that the SQ would exhibit more typical SMT characteristics…

  12. Benefits of team sport for organisations | Joubert | South African ...

    African Journals Online (AJOL)

    One thing is certain: work is an important part of our lives. Work adds value to an individual in the form of self-actualisation, security and relationships. The purpose of this research was to explore employees' experiences of the benefits of organisational team sport activities. The qualitative exploration study was conducted ...

  13. Science and Team Development

    Directory of Open Access Journals (Sweden)

    Bryan R. Cole

    2006-07-01

    Full Text Available This paper explores a new idea about the future development of science and teams, and predicts its possible applications in science, education, workforce development and research. The inter-relatedness of science and teamwork developments suggests a growing importance of team facilitators’ quality, as well as the criticality of detailed studies of teamwork processes and team consortiums to address the increasing complexity of exponential knowledge growth and work interdependency. In the future, it will become much easier to produce a highly specialised workforce, such as brain surgeons or genome engineers, than to identify, educate and develop individuals capable of the delicate and complex work of multi-team facilitation. Such individuals will become the new scientists of the millennium, having extraordinary knowledge in variety of scientific fields, unusual mix of abilities, possessing highly developed interpersonal and teamwork skills, and visionary ideas in illuminating bold strategies for new scientific discoveries. The new scientists of the millennium, through team consortium facilitation, will be able to build bridges between the multitude of diverse and extremely specialised knowledge and interdependent functions to improve systems for the further benefit of mankind.

  14. Group Development and Integration in a Cross-Disciplinary and Intercultural Research Team

    Science.gov (United States)

    Kirk-Lawlor, Naomi; Allred, Shorna

    2017-04-01

    Cross-disciplinary research is necessary to solve many complex problems that affect society today, including problems involving linked social and environmental systems. Examples include natural resource management or scarcity problems, problematic effects of climate change, and environmental pollution issues. Intercultural research teams are needed to address many complex environmental matters as they often cross geographic and political boundaries, and involve people of different countries and cultures. It follows that disciplinarily and culturally diverse research teams have been organized to investigate and address environmental issues. This case study investigates a team composed of both monolingual and bilingual Chilean and US university researchers who are geoscientists, engineers and economists. The objective of this research team was to study both the natural and human parts of a hydrologic system in a hyper-arid region in northern Chile. Interviews ( n = 8) addressed research questions focusing on the interaction of cross-disciplinary diversity and cultural diversity during group integration and development within the team. The case study revealed that the group struggled more with cross-disciplinary challenges than with intercultural ones. Particularly challenging ones were instances the of disciplinary crosstalk, or hidden misunderstandings, where team members thought they understood their cross-disciplinary colleagues, when in reality they did not. Results showed that translation served as a facilitator to cross-disciplinary integration of the research team. The use of translation in group meetings as a strategy for effective cross-disciplinary integration can be extended to monolingual cross-disciplinary teams as well.

  15. Group Development and Integration in a Cross-Disciplinary and Intercultural Research Team.

    Science.gov (United States)

    Kirk-Lawlor, Naomi; Allred, Shorna

    2017-04-01

    Cross-disciplinary research is necessary to solve many complex problems that affect society today, including problems involving linked social and environmental systems. Examples include natural resource management or scarcity problems, problematic effects of climate change, and environmental pollution issues. Intercultural research teams are needed to address many complex environmental matters as they often cross geographic and political boundaries, and involve people of different countries and cultures. It follows that disciplinarily and culturally diverse research teams have been organized to investigate and address environmental issues. This case study investigates a team composed of both monolingual and bilingual Chilean and US university researchers who are geoscientists, engineers and economists. The objective of this research team was to study both the natural and human parts of a hydrologic system in a hyper-arid region in northern Chile. Interviews (n = 8) addressed research questions focusing on the interaction of cross-disciplinary diversity and cultural diversity during group integration and development within the team. The case study revealed that the group struggled more with cross-disciplinary challenges than with intercultural ones. Particularly challenging ones were instances the of disciplinary crosstalk, or hidden misunderstandings, where team members thought they understood their cross-disciplinary colleagues, when in reality they did not. Results showed that translation served as a facilitator to cross-disciplinary integration of the research team. The use of translation in group meetings as a strategy for effective cross-disciplinary integration can be extended to monolingual cross-disciplinary teams as well.

  16. Team awareness for workplace substance abuse prevention: the empirical and conceptual development of a training program.

    Science.gov (United States)

    Bennett, J B; Lehman, W E; Reynolds, G S

    2000-09-01

    This paper describes the empirical and theoretical development of a workplace training program to help reduce/prevent employee alcohol and drug abuse and enhance aspects of the work group environment that support ongoing prevention. The paper (1) examines the changing social context of the workplace (e.g., teamwork, privacy issues) as relevant for prevention, (2) reviews studies that assess risks and protective factors in employee substance abuse (work environment, group processes, and employee attitudes), (3) provides a conceptual model that focuses on work group processes (enabling, neutralization of deviance) as the locus of prevention efforts, (4) describes an enhanced team-oriented training that was derived from previous research and the conceptual model, and (5) describes potential applications of the program. It is suggested that the research and conceptual model may help prevention scientists to assess the organizational context of any workplace prevention strategy. The need for this team-oriented approach may be greater among employees who experience psychosocial risks such as workplace drinking climates, social alienation, and policies that emphasize deterrence (drug testing) over educative prevention. Limitations of the model are also discussed.

  17. THE RELATIONSHIP BETWEEN THE DIVERSITY OF EMPLOYEES AND ORGANIZATIONAL PERFORMANCE

    Directory of Open Access Journals (Sweden)

    Latif Abdul Ridha ATIYAH

    2016-12-01

    Full Text Available The current research aims to analyze the diversity of workers and its influence on the organizational performance. The success of an organization is achieved by bringing new creative ideas. Thus, adopting diversity management and diverse workforce inside organization, will create a behavior to add several traits that will enhance the organizational performance by adapting the current work environment to the future work plan. The goal of the research is to identify the impact of diversity in being an independent variant resembled by: (Type, sex, age, religion, ethnicity and the other one the organizational performance in being a dependent (Related variant resembled by (market share, sales growth, customer satisfaction, the release cycle of a new product. The present research reached a number of conclusions, their highlights resembled by the importance of diversity relying on diversity strategy on improving the current products while offering continuous and effective support to the projects of development and research, considering it as the main tool to support the success of effective organizational performance. The results generally confirmed the relation and the expected impact between the effective organization performance and diversity in the researched organization.

  18. Exploring the Black Box in Brazilian Work Groups: a Study of Diversity, Conflict and Performance

    Directory of Open Access Journals (Sweden)

    Filipe Sobral

    2012-04-01

    Full Text Available Over the last few decades, several studies have been conducted to examine the complex relationships betweenteam diversity and individual and organizational outcomes. Although, in theory, team diversity can fosterpositive organizational synergies by increasing the variance of perspectives and approaches to work differentmembers can bring, the same idiosyncratic characteristics can also engender significant difficulties resultingfrom problems in coordination, communication and conflict. This study used a sample of 44 work groups toexamine the influence of five types of diversity on team outcomes and the mediating role of task and relationalconflict on this relationship. A survey of 279 team members and interviews with the 44 team managers wereused to examine these relationships. Findings suggest that different forms of diversity impact task conflict indifferent ways, which in turn is negatively associated with job satisfaction and team performance. Results furthershow that diversity is unrelated to relational conflict; however, this type of conflict seems to hinder both jobsatisfaction and team performance. Overall, these patterns suggest a complex link between team diversity andhow work groups function.

  19. Linking Team Resources to Work-Family Enrichment and Satisfaction

    Science.gov (United States)

    Hunter, Emily M.; Perry, Sara Jansen; Carlson, Dawn S.; Smith, Steven A.

    2010-01-01

    Work-family scholars now recognize the potential positive effects of participation in one life domain (i.e., work or family) on performance in other life domains. We examined how employees might benefit from team resources, which are highly relevant to the modern workplace, in both work and nonwork domains via work-family enrichment. Using the…

  20. Turnover in health care: the mediating effects of employee engagement.

    Science.gov (United States)

    Collini, Stevie A; Guidroz, Ashley M; Perez, Lisa M

    2015-03-01

    This study aimed to understand the interaction between interpersonal respect, diversity climate, mission fulfilment and engagement to better predict turnover in health care. Registered nurse turnover has averaged 14% and current nursing shortages are expected to spread. Few studies have studied employee engagement as a mediator between organisational context and turnover. Study participants were employees working within 185 departments across ten hospitals within a large healthcare organisation in the USA. Although a total of 5443 employees work in these departments, employee opinion survey responses were aggregated by department before being linked to turnover rates gathered from company records. Engagement fully mediated the relationship between respect and turnover and the relationship between mission fulfilment and turnover. Diversity climate was not related to turnover. Turnover in health care poses a significant threat to the mission of creating a healing environment for patients and these results demonstrate that workplace respect and connection to the mission affect turnover by decreasing engagement. The findings demonstrated that to increase engagement, and improve turnover rates in health care, it would be beneficial for organisations, and nurse management to focus on improving mission fulfilment and interpersonal relationships. © 2013 John Wiley & Sons Ltd.

  1. What mental health teams want in their leaders.

    Science.gov (United States)

    Corrigan, P W; Garman, A N; Lam, C; Leary, M

    1998-11-01

    The authors present the findings of the first phase of a 3-year study developing a skills training curriculum for mental health team leaders. A factor model empirically generated from clinical team members was compared to Bass' (1990) Multifactor Model of Leadership. Members of mental health teams generated individual responses to questions about effective leaders. Results from this survey were subsequently administered to a sample of mental health team members. Analysis of these data yielded six factors: Autocratic Leadership, Clear Roles and Goals, Reluctant Leadership, Vision, Diversity Issues, and Supervision. Additional analyses suggest Bass' Multifactor Model offers a useful paradigm for developing a curriculum specific to the needs of mental health team leaders.

  2. Burnout of Older and Younger Employees – The Case of Slovenia

    Directory of Open Access Journals (Sweden)

    Rožman Maja

    2017-02-01

    Full Text Available Background and Purpose: People spend a significant part of their lifespan working, but the role of age in job design and implementation of work have largely been ignored. The consequences can be evident in stress and burnout in different symptoms. Thus, age-diverse employees are faced with different symptoms of burnout and stress when carrying out their work. The main aim of this paper is to present burnout of older employees compared to younger employees in Slovenian companies.

  3. An analysis of the effectiveness of Spanish primary health care teams.

    Science.gov (United States)

    Goñi, S

    1999-08-01

    One of the main objectives of the managers of public health systems in most developed countries is the modernisation of public services through managerial reforms as a way of resolving the traditional inefficiency of this sector. The objective of this article is to observe how the introduction of one tool traditionally used in the private sector, the organisation of work through teams, can contribute to improved performance in public health services. The study was conducted in the primary health care teams of Navarre, an autonomous region of Spain, where a new model of primary health care, based on teamwork was implanted. We analyse the relationship between team characteristics, team members' individual features and team performance from a stakeholder approach. We can conclude that teams are a form of organisational design useful for improving performance in primary health care because insofar as they function properly, they achieve greater degrees of job satisfaction for the employees, greater perceived quality by the users and greater efficiency for the Administration.

  4. Motivating and demotivating forces in teams: cross-level influences of empowering leadership and relationship conflict.

    Science.gov (United States)

    Chen, Gilad; Sharma, Payal Nangia; Edinger, Suzanne K; Shapiro, Debra L; Farh, Jiing-Lih

    2011-05-01

    Using cross-cultural laboratory and field studies with samples of leaders, employees, and students from the United States and the People's Republic of China, we examined how team-level stimuli, including empowering leadership and relationship conflict, combine to influence individual members' motivational states of psychological empowerment and affective commitment. As predicted, we found that these motivational states are individually and jointly influenced by teams' level of empowering leadership and relationship conflict and that these motivational states mediate the relationships between team stimuli and team members' innovative and teamwork behaviors and turnover intentions. In addition, results held despite controlling for team members' nationality and collectivism. We discuss contributions of our study to the team motivation, conflict, and stress literatures.

  5. Teaching Diversity: A Study of Organizational Needs and Diversity Curriculum in Higher Education.

    Science.gov (United States)

    Day, Nancy E.; Glick, Betty J.

    2000-01-01

    Content analysis of 25 business college syllabi indicated that content skills related to diversity were being taught. Survey responses from 81 human resource managers suggested that college graduates were not adequately prepared to deal with diversity. Managers believed that process skills (team building, communication, managing and supervising…

  6. Innovative health care delivery teams: learning to be a team player is as important as learning other specialised skills.

    Science.gov (United States)

    Fitzgerald, Anneke; Davison, Graydon

    2008-01-01

    The purpose of the paper is to show that free flowing teamwork depends on at least three aspects of team life: functional diversity, social cohesion and superordinate identity. The paper takes the approach of a discussion, arguing for a strong need to understand multidisciplinary and cross-functional barriers for achieving team goals in the context of health care. These barriers include a strong medically dominated business model, historically anchored delineations between professional identities and a complex organisational environment where individuals may have conflicting goals. The paper finds that the complexity is exacerbated by the differences between and within health care teams. It illustrates the differences by presenting the case of an operating theatre team. Whilst the paper recommends some ideas for acquiring these skills, further research is needed to assess effectiveness and influence of team skills training on optimising multidisciplinary interdependence in the health care environment. The paper shows that becoming a team member requires team membership skills.

  7. The impact of workplace diversity on organisations

    OpenAIRE

    Dike, Priscilla

    2013-01-01

    The subject matter of this paper is workplace diversity. The study is conducted to explore how companies manage workforce diversity and its consequences to the company’s existence as well as examine how companies’ deal with challenges that comes with employees from diverse cultural backgrounds. The research therefore answers the question `Has workplace diversity contributed to organizational success`. Because diversity covers a wide range of human attrib-utes and qualities, The research is ...

  8. Employee Perceptions of Their Organization's Level of Emergency Preparedness Following a Brief Workplace Emergency Planning Educational Presentation.

    Science.gov (United States)

    Renschler, Lauren A; Terrigino, Elizabeth A; Azim, Sabiya; Snider, Elsa; Rhodes, Darson L; Cox, Carol C

    2016-06-01

    A brief emergency planning educational presentation was taught during work hours to a convenience sample of employees of various workplaces in Northern Missouri, USA. Participants were familiarized with details about how an emergency plan is prepared by management and implemented by management-employee crisis management teams - focusing on both employee and management roles. They then applied the presentation information to assess their own organization's emergency preparedness level. Participants possessed significantly (p employees to become more involved in their organization's emergency planning and response. Educational strategies that involve management-employee collaboration in activities tailored to each workplace's operations and risk level for emergencies should be implemented.

  9. Team Mentoring for Interdisciplinary Team Science: Lessons From K12 Scholars and Directors.

    Science.gov (United States)

    Guise, Jeanne-Marie; Geller, Stacie; Regensteiner, Judith G; Raymond, Nancy; Nagel, Joan

    2017-02-01

    Mentoring is critical for academic success. As science transitions to a team science model, team mentoring may have advantages. The goal of this study was to understand the process, benefits, and challenges of team mentoring relating to career development and research. A national survey was conducted of Building Interdisciplinary Research Careers in Women's Health (BIRCWH) program directors-current and former scholars from 27 active National Institutes of Health (NIH)-funded BIRCWH NIH K12 programs-to characterize and understand the value and challenges of the team approach to mentoring. Quantitative data were analyzed descriptively, and qualitative data were analyzed thematically. Responses were received from 25/27 (93%) program directors, 78/108 (72%) current scholars, and 91/162 (56%) former scholars. Scholars reported that team mentoring was beneficial to their career development (152/169; 90%) and research (148/169; 88%). Reported advantages included a diversity of opinions, expanded networking, development of stronger study designs, and modeling of different career paths. Challenges included scheduling and managing conflicting opinions. Advice by directors offered to junior faculty entering team mentoring included the following: not to be intimidated by senior mentors, be willing to navigate conflicting advice, be proactive about scheduling and guiding discussions, have an open mind to different approaches, be explicit about expectations and mentors' roles (including importance of having a primary mentor to help navigate discussions), and meet in person as a team. These findings suggest that interdisciplinary/interprofessional team mentoring has many important advantages, but that skills are required to optimally utilize multiple perspectives.

  10. Leadership of Cultural Diversity : The impact of leadership

    NARCIS (Netherlands)

    K.K. Raithel (Katja)

    2016-01-01

    markdownabstractThe aim of this dissertation is to understand how to manage cultural diverse teams in the best way and increase team performance in multinational organizations. Therefore, defining what kind of leader characteristics drives team performance and what leadership characteristics foster

  11. Preferred Characteristics and Diversity of Top Leadership Teams in a Christian School

    Science.gov (United States)

    Carman, R. Randall

    2009-01-01

    An organization's top leadership team is responsible for the actions and performance of that organization. Upper echelon theory (Hambrick & Mason, 1984) suggests that the top leadership team has the greatest influence upon the strategies for achieving performance and the effectiveness of organizational results. This study seeks to examine the…

  12. Emotional Intelligence and Organisational Citizenship Behaviour of Manufacturing Sector Employees: An Analysis

    Directory of Open Access Journals (Sweden)

    Susan Tee Suan Chin

    2011-06-01

    Full Text Available As with diversity, collaboration, co-operation and teamwork havebecome increasingly important issues for management to handle.The purpose of this study is to analyse the level of Emotional Intelligenceand Organisational Citizenship Behaviour among middlemanagement employees in the Malaysian manufacturing sector.A total of 536 employees from different organisations and industriestook part in this survey. Based on the descriptive analysis,employees in some industries tended to have a lower level ofemotional intelligence and organisational citizenship behaviour.

  13. Relational conflict is not too bad for employees when they have developed their emotional intelligence skills

    OpenAIRE

    Benitez, Miriam; Serrano-Ortega, Juan Antonio

    2017-01-01

    Team conflict constitutes one of the most prevalent team processes in the workplace (Benítez et al., 2011; De Dreu, 2010), especially in competitive organizational contexts, such as, university organizations (Matthiesen & Einarsen, 2007). De Wit, Greer, & Jehn (2012) 's methanalysis showed that, team conflict is not always negative for employees well-being. Its effects are depending on the conflict type and conflict contexts. In this sense, research has shown that, task conflict could be posi...

  14. Nested Multi- and Many-Objective Optimisation of Team Track Pursuit Cycling

    Directory of Open Access Journals (Sweden)

    Markus Wagner

    2016-10-01

    Full Text Available Team pursuit track cycling is an elite sport that is part of the Summer Olympics. Teams race against each other on special tracks called velodromes. In this article, we create racing strategies that allow the team to complete the race in as little time as possible. In addition to the traditional minimisation of the race times, we consider the amount of energy that the riders have left at the end of the race. For the team coach this extension can have the benefit that a diverse set of trade-off strategies can be considered. For the optimisation approach, the added diversity can help to get over local optima.To solve this problem, we apply different state-of-the-art algorithms with problem-specific variation operators. It turns out that nesting algorithms is beneficial for achieving fast strategies reliably.

  15. Psychosocial resources and the relationship between transformational leadership and employees' psychological strain.

    Science.gov (United States)

    Schmidt, Burkhard; Loerbroks, Adrian; Herr, Raphael; Litaker, David; Wilson, Mark; Kastner, Michael; Fischer, Joachim

    2014-01-01

    Leadership behavior may both serve as a supportive resource or as a source of psychological distress in the workplace. Transformational leadership (TL), a behavior of superiors that fosters motivation, empowerment and a sense of teamness, has been associated with employee well-being, but the mechanisms that underlie these effects are unclear. We therefore explored the relationship between TL and stress by examining potential mediating roles for established organizational and personal resources. We used cross-sectional data on TL, psychosocial resources and employee strain from a company wide survey. Linear regression and structural equation modeling assessed potential mediation following the method outlined by Baron and Kenny. In a convenience sample consisting of mostly white-collar employees (n=320, 42.6% male), we observed a relationship between TL and employees' perceived work-related stress that was fully mediated by protective psychosocial resources (ß =-0.33, pTransformational leadership seems to be associated with lower stress among employees and a perception of more available psychosocial resources. These findings indicate that TL might serve as a valuable focus for tailored interventions to improve employee health.

  16. Using Conversational Learning to Enhance Teaching of Diversity

    Science.gov (United States)

    Dawson, Gail A.

    2013-01-01

    To function in today's diverse and multicultural environment, workers must be properly prepared; yet teaching diversity is not an easy task. This article explores some of the challenges of diversity and proposes the use of conversational learning to make teaching more effective in preparing students and employees for the workplace. In addition, a…

  17. Managing Linguistic Diversity in a Global Company

    DEFF Research Database (Denmark)

    Lønsmann, Dorte

    ? To shed light on the employee perspective, the analysis of the focus group data focuses on the factors influencing employees’ reception of a new language policy. Using sociolinguistic stancetaking theory (Jaffe 2009), the analysis reveals that employees take a range of stances from embracing to resisting......Sociolinguistic studies of language in the workplace have found that linguistic diversity may be a challenge in terms of communication barriers and social exclusion. In some organisations, introduction of an ‘English only’ language policy has been seen as the solution to overcome language barriers...... the employees receive them. As such, the study assumes the dual perspective of management and employees. The data comes from a case study of Danish engineering company and includes language policy documents, interviews with communication employees, and focus groups with employees from three different...

  18. Backlash! The Challenge to Diversity Training.

    Science.gov (United States)

    Mobley, Michael; Payne, Tamara

    1992-01-01

    Awareness of diversity in the workplace is on the rise, but so is a backlash to some of the issues that it raises. Ways to prevent backlash include getting management support, involving employees in training design, using an inclusive definition of diversity, acknowledging resistance, valuing sameness, and affirming the value of individual views.…

  19. Group attributional training as an effective approach to human resource development under team work systems.

    Science.gov (United States)

    Wang, Z M

    1994-07-01

    An experimental programme of group attributional training under team work system was conducted as part of human resource development in Chinese industrial enterprises. One hundred and ten shopfloor employees participated in the study. Among them, 58 employees took part in the factorial-designed experiment to find out the effects of attributions on performance, and 52 employees of ten work groups participated in the group attributional training programme twice a week for two months. The results showed that the group attributional training was effective in modifying employees' attributional patterns and enhancing group performance and satisfaction. On the basis of the results, an attributional model of work motivation is proposed, and its theoretical and practical implications for human resource management discussed.

  20. Turning Diversity into Competitive Advantage: A Case Study of Managing Diversity in the United States of America

    Directory of Open Access Journals (Sweden)

    Eddy M. Sutanto

    2009-01-01

    Full Text Available Esty, Griffin, and Hirsch (1995 state that today’s workforce is truly a mosaic of different races, ages, genders, ethnic groups, religions, and lifestyles. As a manager or a supervisor, it is your job to make sure that the desperate pieces of a mosaic fit together in a harmonious, coordinated way, maximally utilizing the talents and abilities of each employee. If skillfully managed, this diversity can bring a competitive advantage to an organization. If not, however, the bottom line can be negatively affected, and the work environment can become unwelcoming. Dealing with a diverse work group is new terrain for most managers and supervisors. The United States rose to the top using a-one-size-fits-all approach to managing employees. This work in past because, historically, most of the work force was white, and male. This has all changed. The following parts will clearly provide a description about diversity, changes in the United States work force, challenges and opportunities of the changes for organizations, and how managers and supervisors as front liners deal with diversity and to turn diversity into a competitive advantage.

  1. Management across distances – how to ensure performance and employee well-being

    DEFF Research Database (Denmark)

    Ipsen, Christine; Poulsen, Signe; Nielsen, Linda

    2015-01-01

    and employee well-being, also termed sustainable management, is not taken into consideration in most intervention studies. In the present study, the concept of sustainable management is applied at the organizational level, aiming at management, with the intention to improve organizational sustainability......Today many businesses are geographically distributed with co-located employees and teams across dispersed work situations. Furthermore, today’s technologies and business requirements both allow and demand distance management like never before. Distance work and management are characteristic...... at ensuring performance and less on the well-being....

  2. Lending a Helping Hand at Work: A Multilevel Investigation of Prosocial Motivation, Inclusive Climate and Inclusive Behavior.

    Science.gov (United States)

    Nelissen, Philippe T J H; Hülsheger, Ute R; van Ruitenbeek, Gemma M C; Zijlstra, Fred R H

    2017-09-01

    Purpose People with disabilities often encounter difficulties at the workplace such as exclusion or unfair treatment. Researchers have therefore pointed to the need to focus on behavior that fosters inclusion as well as variables that are antecedents of such 'inclusive behavior'. Therefore the purpose of this study was to research the relationship between prosocial motivation, team inclusive climate and employee inclusive behavior. Method A survey was conducted among a sample of 282 paired employees and colleagues, which were nested in 84 teams. Employees self-rated prosocial motivation and team inclusive climate, their inclusive behavior was assessed by colleagues. Hypotheses were tested using multilevel random coefficient modeling. Results Employees who are prosocially motivated will display more inclusive behavior towards people with disabilities, and this relationship is moderated by team inclusive climate in such a way that the relationship is stronger when the inclusive climate is high. Conclusion This study shows that inclusive organizations, which value a diverse workforce, need to be aware of not only individual employee characteristics, but also team level climate to ensure the smooth integrations of people with disabilities into regular work teams.

  3. Workplace-based participatory approach to weight loss for correctional employees.

    Science.gov (United States)

    Ferraro, Lindsay; Faghri, Pouran D; Henning, Robert; Cherniack, Martin

    2013-02-01

    To evaluate the effectiveness of a participatory approach using an employee design team for a 12-week weight-loss program with an 8-week follow-up. Twenty-four employees with mean [standard error (SE)] for weight 233.24 lb [8.16], body mass index 33.29 kg/cm [0.82], and age 42.7 years [1.5] participated in the study, among whom 75% were men and 25% women. Significant reductions in weight, body mass index, and waist circumference (among men) were observed before and after intervention (P participants' knowledge and providing skills to manage their weight seem to change their attitudes, resulting in better outcomes.

  4. Diversity climate enhances work outcomes through trust and openness in workgroup communication.

    Science.gov (United States)

    Hofhuis, Joep; van der Rijt, Pernill G A; Vlug, Martijn

    2016-01-01

    Diversity climate, defined as an organizational climate characterized by openness towards and appreciation of individual differences, has been shown to enhance outcomes in culturally diverse teams. To date, it remains unclear which processes are responsible for these findings. This paper presents two quantitative studies (n = 91; 246) that identify trust and openness in workgroup communication as possible mediators. We replicate earlier findings that perceived diversity climate positively relates to job satisfaction, sense of inclusion, work group identification and knowledge sharing in teams. In study 1, trust is shown to mediate the effects of perceived diversity climate on team members' sense of inclusion. In study 2, trust mediates the relationship between perceived diversity climate and workgroup identification and openness mediates its relationship with knowledge sharing.

  5. Team Teaching in Social Work: Sharing Power with Bachelor of Social Work Students

    Science.gov (United States)

    Zapf, Michael Kim; Jerome, Les; Williams, Margaret

    2011-01-01

    Team teaching in social work education usually involves sequential lectures delivered by different instructors--relay or tag-team teaching. Truly collaborative or collegial team teaching involves a committed group of diverse instructors interacting together as equals in the classroom. Having more than one teacher in the classroom confounds…

  6. Working with sports organizations and teams.

    Science.gov (United States)

    McDuff, David R; Garvin, Michelle

    2016-12-01

    Athletes and coaches at all competitive levels will utilize sports performance and psychiatric services at very high rates if the services are offered on-site and free of charge and are broad in scope and culturally sensitive. Services should be available throughout the team year and cover areas such as team building, mental preparation, stress control, substance prevention, sleep and energy regulation, injury recovery, crisis intervention, and mental disorder treatment. The staff offering these services should be diverse by gender, profession, and culture, and the fees should be paid by the organization. When these services are endorsed by the team's leaders and integrated with the athletic training/medical/player development staff, their utilization will grow quickly and lead to positive outcomes individually and collectively.

  7. Team innovation climate and knowledge sharing among healthcare managers: mediating effects of altruistic intentions.

    Science.gov (United States)

    Liu, Feng-Chuan; Cheng, Kai-Lin; Chao, Minston; Tseng, Hsu-Min

    2012-01-01

    This paper aims to provide empirical evidence concerning the impact of team climate on knowledge sharing behavior and the mediating effects of individuals' altruistic intentions in the context of healthcare settings. Questionnaire data were collected from 212 administrators employed at a medical center in Taiwan. Team climate was assessed by the Team Climate Inventory composed of four factors, participative safety, support for innovation, vision, and task orientation. The proposed hypotheses were tested using structural equation modeling. The influence of the team innovation climate on knowledge sharing behavior was evident. Furthermore, individuals' altruistic intentions played a full mediating role in the relationship between team innovation climate and knowledge sharing behavior. These results contribute to the field of the people-orientated perspective in knowledge management. The full mediating effect of employees' altruistic intentions provides healthcare team managers the direction to accelerate knowledge sharing behavior.

  8. Motivation of employees and employee benefits

    OpenAIRE

    Haninger, David

    2011-01-01

    This bachelor's thesis examines the subject of employee motivation and employee benefits. The basic terms and theories needed to comprehend the subject are explained in the theoretical part of the work. The theoretical part of the work also focuses on employee benefits, mainly the goal of employee benefits and listing of currently available employee benefits. In the practical part of the work is an analysis and comparison of employee benefits used in two companies that are representing privat...

  9. Factors Affecting the Underperformance of Employees

    Directory of Open Access Journals (Sweden)

    Nadeeka Amarasinghe

    2015-04-01

    Full Text Available BASL Intimate Apparel Mirigama is the largest factory of Brandix Group of Companies catering to VS Pink. It has a labour force of 1250 employees including a direct labour force of 659. Production capabilities have been extended to in-house printing and embroidery sections in addition to cutting and shipping facilities. Like other apparel manufacturers in the industry, BASL Intimate Apparel Mirigama also faces much competition and problems in its day to day business operations. One of the major issues so faced is On-Time-Delivery due to underperformance of the employees. Therefore, with the objectives of studying factors affecting the underperformance of the employees of the production department, analysing and identifying such factors, and providing recommendations, a few variables i.e. machines and methods, skill level, financial incentives, leadership practices and working conditions were identified as having a potential impact over the performance of the production employees. Stratified random sampling method was used to select 64 team members from the 32 production modules, and research work continued to collate primary data through administrating a structured questionnaire among selected associates. Null and alternative hypotheses were tested using correlations, and the data is presented as graphical pictures, tables, and in narrative form. However, there were a few limitations such as management influence, sample basis selection, service period, level of understating, time availability and commitment, time availability for the study etc. which may have had an impact over the research findings.

  10. Adaptive versus proactive behavior in service recovery: The role of self-managing teams

    NARCIS (Netherlands)

    Jong, de A.; Ruyter, de J.C.

    2004-01-01

    In this article, we develop a conceptual model of adaptive versus proactive recovery behavior by self-managing teams (SMTs) in service recovery operations. To empirically test the conceptual model a combination of bank employee, customer, and archival data is collected. The results demonstrate

  11. Leadership, Communication, and Negotiation Across a Diverse Workforce*: An AOA Critical Issues Symposium.

    Science.gov (United States)

    Clohisy, Denis R; Yaszemski, Michael J; Lipman, Joanne

    2017-06-21

    The current workforce in the United States is rapidly changing and is increasingly inclusive of individuals from a broad range of ages, ethnicities, and cultural backgrounds. Engaging and leading a diverse workforce creates great opportunities for innovation and adaptation in our evolving medical economic and clinical care delivery environment. For optimal engagement of employees and partners, orthopaedic surgeons must develop the necessary skills for executing change inside complex organizations and across teams composed of a variety of providers and skilled workers. Important skills include leadership, effective communication, and negotiation within an ever-changing employee milieu. Understanding generalizable differences between age-based generations can increase the effectiveness of one's strategies to execute change and increase organizational performance. One of the greatest impediments to effective communication and negotiations that all leaders face is unconscious bias. For leaders, even the tiniest unconscious biases have an outsized impact. Common domains that harbor unconscious bias include sex, race, and ethnicity. Addressing unconscious bias begins with developing awareness and then deploying various tactics that might include equity in compensation, promotion, and "being heard." Effective negotiation skills also are essential to lead a diverse workforce and develop a successful organization. The most basic goal in any negotiation should be to establish a relationship (or deepen an existing relationship) while seeking an agreement that provides win-win opportunities for all parties. To effectively achieve a win-win scenario, leaders must recognize and address their tendency to interpret others' behaviors, values, and beliefs through the lens of their own beliefs and experiences. Finally, and fortunately, there is a set of leader attributes that transcends the generational differences and diversity that is encountered in the workplace. These attributes

  12. Age Diversity in the Workplace.

    Science.gov (United States)

    Yang, Jie; Matz-Costa, Christina

    2017-01-01

    Although having a younger supervisor or a supervisor of a similar age runs counter to the traditional older supervisor-younger subordinate norm, it is becoming increasingly common in the 21st-century workplace. The current study uses theories of relational demography and relational norms as well as Selective Optimization with Compensation theory and the job demands-resources model to understand how relational age within supervisor-employee dyads influences workers' engagement. Cross-sectional data from a multiworksite (U.S.-based) sample of 2,195 workers aged 18 to 81 years were used to estimate ordinary least squares regression models. After accounting for a variety of factors that could influence engagement levels (i.e., demographics, health status, and job or personal resources), findings indicated that employees with similar-age supervisors were less engaged than employees with older supervisors. Moreover, while employees who did not know the ages of their supervisors were just as engaged as employees with older supervisors. Implications for engaging an age-diverse workforce are discussed.

  13. Does Labour Diversity affect Firm Productivity?

    DEFF Research Database (Denmark)

    Parrotta, Pierpaolo; Pozzoli, Dario; Pytlikova, Mariola

    Using a matched employer-employee dataset, we analyze how workforce diversity in cultural background, education and demographic characteristics affects productivity of firms in Denmark. Implementing a structural estimation of the firms' production function (Ackerberg et al., 2006) we find...... diverse workforce, seem to outweigh the positive effects coming from creativity and knowledge spillovers....... that labor diversity in education significantly enhances a firm's value added. Conversely, diversity in ethnicity and demographics induces negative effects on firm productivity. Hence, the negative effects, coming from communication and integration costs connected to a more culturally and demographically...

  14. VIRTUAL ORGANISATIONS: EMPLOYEE COMPETENCY AND MANAGERIAL ISSUES

    Directory of Open Access Journals (Sweden)

    MIRJANA RADOVIC-MARKOVIC

    2014-10-01

    Full Text Available New technologies have led to a new information and knowledge based economy. In this context, technology has changed the work environment, where organisations have become increasingly complex and competitive. Namely, the technologically induced a “virtual” environment has resulted in the adoption of new organisational structures and work skills and practices. On the one hand, the workplace increasingly requires employee to work in teams,collaborating across companies, communities, and continents. These changes and the new organisational structures have also made an impact on role of managers and their management styles, on the other hand. In line with this, there a very rich collection of thinking and empirical research findings on the subject. The goal of our research was to recognize the importance of certain factors in motivating employees in organisations by managers . The other purpose was to investigate the job related motivation factors among senior and junior employees as well as explore issues in the workplace that may affect work demoralization. Furthemore, we explored the relationship between employees motivation and their competences.We also contributed to the topic in our research project-book with the new model of competency. Furthemore, we expect that our methodology will be implemented in practice. However, it should be also a good basis for further improvements in this area.

  15. Employee suggestion programs: the rewards of involvement.

    Science.gov (United States)

    Mishra, J M; McKendall, M

    1993-09-01

    Successful ESPs are the products of a great deal of effort by managers, administrators, teams, individuals, and reviewers, who are all striving to achieve the goals of increased profitability and enhanced employee involvement. A review of the literature indicates that there are several prescriptions that will increase the likelihood of a successful ESP (see the box). Today's American business prophets sound ceaseless calls to arms in the name of "world class performance," "global competitiveness," "total quality management," and a variety of other buzz terms. A burgeoning industry has evolved that promises, through speeches, teleconferences, seminars, and consulting contracts, to teach American organizations how to achieve excellence. In the face of a sputtering economy and unrelenting competitive pressure, today's managers must translate these laudatory ideals into hands-on reality without sacrificing the firm's profit margin to experimentation. If any idea can help an organization achieve improvement through a workable program, then that idea and that program deserve real consideration. An ESP represents an opportunity to tap the intelligence and resourcefulness of an organization's employees, and by doing so, reap significant cost savings. Those companies and managers that have an ESP program uniformly list economic advantages first when describing the benefits of their employee suggestion programs. But there is another deeper and longer term benefit inherent in an ESP. These programs allow employees to become involved in their organization; they drive deaccession to lower levels, they give employees more responsibility, they foster creative approaches to work, and they encourage creativity in pursuit of company goals.(ABSTRACT TRUNCATED AT 250 WORDS)

  16. Work group design in pharmacy: the pharmacist-technician team.

    Science.gov (United States)

    Kershaw, B P; Solomon, D K; Zarowitz, B J

    1987-05-01

    The contemporary pharmacy practice manager faces the challenge of designing pharmacy service programs that not only satisfy the needs of the patient, but at the same time satisfy and motivate the pharmacists and technicians who sustain the programs. This research examined the team design, which has been recommended but not fully described in the literature. This application did not explore the full potential of the team design in the hospital pharmacy setting. More study is needed in this area to assess the impact of work group design on the expansion of clinical programs, employee turnover rates, quality and quantity of work produced, and, most important, the impact on job satisfaction enjoyed by pharmacists and technicians.

  17. How to Break the Cycle of Low Workforce Diversity: A Model for Change.

    Directory of Open Access Journals (Sweden)

    Katherine R O'Brien

    Full Text Available Social justice concerns but also perceived business advantage are behind a widespread drive to increase workplace diversity. However, dominance in terms of ethnicity, gender or other aspects of diversity has been resistant to change in many sectors. The different factors which contribute to low diversity are often hotly contested and difficult to untangle. We propose that many of the barriers to change arise from self-reinforcing feedbacks between low group diversity and inclusivity. Using a dynamic model, we demonstrate how bias in employee appointment and departure can trap organizations in a state with much lower diversity than the applicant pool: a workforce diversity "poverty trap". Our results also illustrate that if turnover rate is low, employee diversity takes a very long time to change, even in the absence of any bias. The predicted rate of change in workforce composition depends on the rate at which employees enter and leave the organization, and on three measures of inclusion: applicant diversity, appointment bias and departure bias. Quantifying these three inclusion measures is the basis of a new, practical framework to identify barriers and opportunities to increasing workforce diversity. Because we used a systems approach to investigate underlying feedback mechanisms rather than context-specific causes of low workforce diversity, our results are applicable across a wide range of settings.

  18. How to Break the Cycle of Low Workforce Diversity: A Model for Change.

    Science.gov (United States)

    O'Brien, Katherine R; Scheffer, Marten; van Nes, Egbert H; van der Lee, Romy

    2015-01-01

    Social justice concerns but also perceived business advantage are behind a widespread drive to increase workplace diversity. However, dominance in terms of ethnicity, gender or other aspects of diversity has been resistant to change in many sectors. The different factors which contribute to low diversity are often hotly contested and difficult to untangle. We propose that many of the barriers to change arise from self-reinforcing feedbacks between low group diversity and inclusivity. Using a dynamic model, we demonstrate how bias in employee appointment and departure can trap organizations in a state with much lower diversity than the applicant pool: a workforce diversity "poverty trap". Our results also illustrate that if turnover rate is low, employee diversity takes a very long time to change, even in the absence of any bias. The predicted rate of change in workforce composition depends on the rate at which employees enter and leave the organization, and on three measures of inclusion: applicant diversity, appointment bias and departure bias. Quantifying these three inclusion measures is the basis of a new, practical framework to identify barriers and opportunities to increasing workforce diversity. Because we used a systems approach to investigate underlying feedback mechanisms rather than context-specific causes of low workforce diversity, our results are applicable across a wide range of settings.

  19. Virtual Teams In Malaysia: A Qualitative Investigation In Multimedia Super Corridor Status Companies

    Directory of Open Access Journals (Sweden)

    Norizah Aripin

    2011-10-01

    Full Text Available The proliferation of various communication technologies such as e-mail, Instant Messaging, video conferencing, audio conferencing and others in organizations today has led to the development of a special group called virtual team. A virtual team is defined as a group of people who interact through interdependent tasks by common purpose and work across space and organizational boundaries with links strengthened by webs of communication technologies. A virtual team works with its members scattered across regions with time and cultural differences. These factors pose a challenge to team members in creating and developing a dynamic and productive team. Thus, the aim of this study is to understand virtual teams and its working environment in MSC status organizations. The study uses qualitative method that is indepth interview with semi-structured and open ended questions. Interviews involving three staffs (project manager, leader and employee from three multinational organizations such as Motorola, software development and hardware design. The interviews were recorded, transcribed and analyzed according to the thematic analysis. Study results show that work in virtual teams involving team members scattered or geographically dispersed team, the use of communication technologies and team relationship. In addition, the study also found that factors team culture, time zone differences and language contribute to virtual team working environment.

  20. Lean management: innovative tools for engaging teams in continuous quality improvement.

    Science.gov (United States)

    Perreault, Lucille; Vaillancourt, Lise; Filion, Catherine; Hadj, Camélia

    2014-01-01

    Lean management has proven to be a sustainable method to ensure a high level of patient care through innovation and teamwork. It involves a set of six tools that allow for visual management shared among team members. The team focuses their efforts on the improvement of organizational indicators in a standardized and engaging way, resulting in the sustainability of improvements. This article outlines the program's rollout at Montfort Hospital (l'Hôpital Montfort). In only a few months, two pilot units accomplished close to 50 improvements each. In addition, the organizational employee satisfaction questionnaire showed very positive results. Copyright © 2014 Longwoods Publishing.

  1. The importance of multidisciplinary teamwork and team climate for relational coordination among teams delivering care to older patients.

    Science.gov (United States)

    Hartgerink, J M; Cramm, J M; Bakker, T J E M; van Eijsden, A M; Mackenbach, J P; Nieboer, A P

    2014-04-01

    To identify predictors of relational coordination among professionals delivering care to older patients. Relational coordination is known to enhance quality of care in hospitals. The underlying mechanisms, however, remain poorly understood. This cross-sectional study was part of a larger evaluation study examining the opportunity to prevent loss of function in older patients due to hospitalization in the Netherlands. This study was performed in spring 2010 among team members delivering care to older hospitalized patients (192 respondents; 44% response rate) in one hospital. Relational coordination was measured by the Relational Coordination survey; team climate by the Team Climate Inventory and questions were asked about participation in multidisciplinary team meetings and disciplines represented in these meetings. To account for the hierarchical structure, a multilevel analysis was performed. Correlation analysis revealed a positive relationship among being female, being a nurse and relational coordination; medical specialists showed a negative relationship. The number of disciplines represented during multidisciplinary team meetings and team climate were positively related with relational coordination. The multilevel analysis showed a positive relationship between the number of disciplines represented during multidisciplinary team meetings and team climate with relational coordination. The enhancement of team climate and attendance of diverse professionals during multidisciplinary team meetings are expected to improve relational coordination. Furthermore, this study underscores the importance of enhancing relational coordination between medical specialists and other professionals. © 2013 The Authors. Journal of Advanced Nursing published by John Wiley & Sons Ltd.

  2. Obstacle of Team Teaching and Collaborative Learning in Information Security

    Directory of Open Access Journals (Sweden)

    Marn-Ling Shing

    2007-10-01

    Full Text Available The field of information security includes diverse contents such as network security and computer forensics which are highly technical-oriented topics. In addition, information forensic requires the background of criminology. The information security also includes non-technical content such as information ethics and security laws. Because the diverse nature of information security, Shing et al. has proposed the use of team teaching and collaborative learning for the information security classes. Although team teaching seems to be efficient in information security, practically it needs a few challenges. The Purdue's case mentioned in Shing's paper has funding support of National Security Agency (NSA. However, a vast amount of resources may not be available for an instructor in a normal university. In addition, many obstacles are related to the administration problems. For example, how are the teaching evaluations computed if there are multiple instructors for a single course? How will instructors in a computer forensics class prepare students (criminal justice majors and information technology majors before taking the same class with diverse background? The paper surveyed approximately 25 students in a university in Virginia concerning the satisfaction of team-teaching. Finally, this paper describes ways to meet those challenges.

  3. Workforce diversity among public healthcare workers in Nigeria: Implications on job satisfaction and organisational commitment

    Directory of Open Access Journals (Sweden)

    Ayodotun Stephen Ibidunni

    2018-06-01

    Full Text Available The aim of this research was to present a data article that identify the relationship between workforce diversity, job satisfaction and employee commitment among public healthcare workers in Nigeria. Copies of structured questionnaire were administered to 133 public healthcare workers from the Lagos state ministry of health in Nigeria. Using descriptive and structural equation modelling statistical analysis, the data revealed the relationship between workforce diversity and job satisfaction, workforce diversity and organisational commitment, and the role of job satisfaction on organisational commitment was also established. Keywords: Workforce diversity, Job satisfaction, Employee commitment, Public healthcare, Diversity management

  4. The Effects of Autonomy and Empowerment on Employee Turnover: Test of a Multilevel Model in Teams

    Science.gov (United States)

    Liu, Dong; Zhang, Shu; Wang, Lei; Lee, Thomas W.

    2011-01-01

    Extending research on voluntary turnover in the team setting, this study adopts a multilevel self-determination theoretical approach to examine the unique roles of individual and social-contextual motivational precursors, autonomy orientation and autonomy support, in reducing team member voluntary turnover. Analysis of multilevel time-lagged data…

  5. Focus Groups: How Feedback from Employees Can Impact the Decision-Making Process

    Directory of Open Access Journals (Sweden)

    Jessica Jordan

    2017-10-01

    Full Text Available The idea for the use of focus groups as a management tool was derived from a planned assessment with student employees. The success of the student employee focus groups led the researchers to expand the use of these groups with the library staff. In the evaluation of the results, the researchers discovered that the feedback from both focus groups could be shared with administration, potentially resulting in the management team making the suggested changes in the work environment. This article addresses the process of using focus groups as assessment tools and potential change agents for managerial decision-making.

  6. Minority dissent and team innovation: the importance of participation in decision making

    NARCIS (Netherlands)

    de Dreu, C.K.W.; Beersma, B.

    2001-01-01

    This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in

  7. Minority dissent and team innovation : the importance of participation in decision making

    NARCIS (Netherlands)

    Dreu, de C.K.W.; West, M.A.

    2001-01-01

    This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in

  8. Muslim employees within ‘white’ organizations: the case of Moroccan workers in the Netherlands

    NARCIS (Netherlands)

    Berger, L.J.; Essers, C.; Himi, M.

    2017-01-01

    The managing of religious diversity is a topic that is of increasing interest as countries and organizations become increasingly multi-cultured and religiously diverse. In this paper, we aim to understand how Muslim employees perform agency and identity work within the context of white, Western

  9. "Diversity is at the core of who we are".

    Science.gov (United States)

    Tisdel, Yvonne

    2007-01-01

    In an effort to become a more fully diverse organization, St. Louis-based SSM Health Care (SSMHC) implemented a plan called "Strategic Goals for Diversity for 1998 to 2004." The plan called for Increasing diversity among SSMHC employees. Improving support to, and alliances with, organizations that pursue fairness and equality for all people. Establishing a work environment that rewards and recognizes excellence and attracts and retains the best people, regardless of factors like race, religion, disability, and gender. Increasing business partnerships with minority and women suppliers. Having established strategic goals, SSM launched a Diversity Forum: a corporate-sponsored gathering designed to develop the careers of people of color, of different ethnic backgrounds, or with disabilities. Diversity Forum participants suggested that mentoring minority employees would help SSM reach its goals. In 2000, the system launched its Diversity Mentoring Program, designed to last four years. The program had two main purposes: To increase the number of people of color, of different ethnicity, or with disabilities in the system's professional and managerial ranks. To prepare these minority professionals and managers for upward mobility by pairing them with executive leaders. Along with the focus on SSM's employees, the system looked outside as well, to its relationships with local communities. The organization worked toward expanding its commitment to purchase from local, small, and minority-owned businesses. In 2005, to help SSM entities meet new goals for 2005-2010 (with a new emphasis on minority patients and customers), the system introduced a new measurement tool, the Diversity Scorecard, which is a comprehensive measuring tool that allows SSM leaders to benchmark their efforts.

  10. Building Trusting Relationships in the Medical Practice Team: Thirty Rules to Live By for You and Your Staff.

    Science.gov (United States)

    Hills, Laura

    2015-01-01

    A medical practice team without trust isn't really a team; it's just a group of individuals who work together in a medical practice, often making disappointing progress. This is true no matter how capable or talented the individuals are. Your staff may never reach its full potential if trust is not present. This article offers medical practice managers 30 rules for building trust in their practices: 15 rules that will help them in their leadership roles, and 15 rules to teach and discuss with their employees. It suggests a trust-building screening question to include in job interviews to determine if applicants have a high capacity for trust. It also describes Reina and Reina's "Three C's of Trust," a model that practice managers may find useful as they develop trust competencies in their staffs. This article also includes 10 inspiring quotes that will help medical practice employees build trust and five easy-to-facilitate trust-building exercises that managers can use with the medical practice team.

  11. Openness to diversity, trust and conflict in multicultural organizations

    DEFF Research Database (Denmark)

    Lauring, Jakob; Selmer, Jan

    2012-01-01

    with group trust. The findings of this study suggest that openness to diversity should be highly prioritized by human resource managers in demographically diverse organizations. Possible interventions include organizational culture change programs, diversity training at individual and team levels as well...

  12. The Impact of Gender Diversity on the Performance of Business Teams: Evidence from a Field Experiment

    OpenAIRE

    Hoogendoorn, Sander; Oosterbeek, Hessel; van Praag, Mirjam

    2011-01-01

    This discussion paper resulted in an article in Management Science . Volume 59 issue 7, pages 1514-1528. This paper reports on a field experiment conducted to estimate the impact of the share of women in business teams on their performance. Teams consisting of undergraduate students in business studies start up a venture as part of their curriculum. We manipulated the gender composition of teams and assigned students randomly to teams, conditional on their gender. We find that teams with an e...

  13. Developing your Career in an Age of Team-Science

    Science.gov (United States)

    Zucker, Deborah

    2013-01-01

    Academic institutions and researchers are becoming increasingly involved in translational research to spur innovation in addressing many complex biomedical and societal problems, and in response to the focus of the NIH and other funders. One approach to translational research is to development interdisciplinary research teams. By bringing together collaborators with diverse research backgrounds and perspectives, these teams seek to blend their science and the workings of the scientists to push beyond the limits of current research. While team-science promises individual and team benefits in creating and implementing innovations, its increased complexity poses challenges. In particular, since academic career advancement commonly focuses on individual achievement, team-science might differentially impact early stage researchers. This need to be recognized for individual accomplishments in order to move forward in an academic career may give rise to research-team conflicts. Raising awareness to career-related aspects of team science will help individuals (particularly trainees and junior faculty) take steps to align their excitement and participation with the success of both the team and their personal career advancement. PMID:22525235

  14. The relationships between authentic leadership, psychological capital, psychological climate, team commitment and intention to quit

    Directory of Open Access Journals (Sweden)

    Sharon A. Munyaka

    2017-08-01

    Full Text Available Orientation: The relationship between authentic leadership, psychological capital, psychological climate and team commitment in a manufacturing organisation could have a significant impact on employee intention to quit. Research purpose: To determine the relationship between five positive organisational behaviour variables (authentic leadership, psychological capital, psychological climate and team commitment and their ultimate influence on an individual’s intention to quit. Thus, it is preceded by the determination of the structural invariance of the measurement instruments when applied to a South African sample. Justification for the study: The study sought to fill the gap in the literature in relation to understanding the effect of the relationship between psychological capital, authentic leadership, psychological climate and team commitment on the behaviour of employees in a manufacturing organisation and how this influences their decision to quit. Such a study has not previously been conducted in the South African manufacturing sector. Research design, approach and method: Utilising a non-experimental correlational approach, a self-administered composite questionnaire consisting of five psychological scales was distributed to 204 employees in the junior to senior management level at a global tyre manufacturing organisation in South Africa. Multivariate data analysis included the structural equation modelling. Main findings: There is a significantly strong positive relationship between authentic leadership, psychological capital, psychological climate and team commitment. Authentic leadership has a significant influence on psychological capital and psychological climate. This results in a positive impact on organisational commitment, leading to employees’ intention to quit. Practical/managerial implications: Manufacturing organisations need to develop and implement collaborative leadership intervention strategies aimed at improving

  15. Culturally tailored diabetes prevention in the workplace: focus group interviews with Hispanic employees.

    Science.gov (United States)

    Brown, Sharon A; García, Alexandra A; Steinhardt, Mary A; Guevara, Henry; Moore, Claire; Brown, Adama; Winter, Mary A

    2015-04-01

    The purpose was to conduct focus groups with Hispanic employees to obtain input into adaptation of previous DSME interventions for use as a workplace diabetes prevention program. From a list of interested Hispanic employees who attended a local health fair (n = 68), 36 were randomly selected to participate in focus groups held during supper mealtime breaks. An experienced bilingual moderator directed the sessions, using interview guidelines developed by the research team. Participants' ages ranged from 22 to 65 years (mean = 50.4, n = 36, SD = 10.7), 7 males and 29 females attended, and 53% had type 2 diabetes mellitus (T2DM). Employees expressed a keen interest in diabetes classes and recommended a focus on preparing healthier Hispanic foods. Primary barriers to promoting healthier lifestyles were work schedules; many employees worked 2 part-time or full-time jobs. Administrators and direct supervisors of the employees were highly supportive of a workplace diabetes prevention program. The consistent message was that a workplace program would be the ideal solution for Hispanic employees to learn about diabetes and healthy behaviors, given their busy schedules, family responsibilities, and limited resources. If found to be effective, such a workplace program would be generalizable to other service employees who have disproportionate diabetes rates. © 2015 The Author(s).

  16. The mediating effects of team and self-efficacy on the relationship between transformational leadership, and job satisfaction and psychological well-being in healthcare professionals: a cross-sectional questionnaire survey.

    Science.gov (United States)

    Nielsen, Karina; Yarker, Joanna; Randall, Raymond; Munir, Fehmidah

    2009-09-01

    The importance of transformational leadership for the health and well-being of staff in the healthcare sector is increasingly acknowledged, however, there is less knowledge about the mechanisms that may explain the links between transformational leaders and employee health and well-being. To examine two possible psychological mechanisms that link transformational leadership behaviours to employee job satisfaction and well-being. Cross-sectional study design. The study took place in two elderly care centers in large Danish local government. Staff were predominantly healthcare assistants but also nurses and other healthcare-related professions participated in the study. 274 elderly care employees completed the questionnaire. Surveys were sent to all employees working at the centers. 91% were female, the average age was 45 years. A questionnaire was distributed to all members of staff in the elderly care centers and where employees were asked to rate their line manager's leadership style and were asked to evaluate their own level of self-efficacy as well as the level of efficacy in their team (team efficacy) and their job satisfaction and psychological well-being. Both team and self-efficacy were found to act as mediators, however, their effects differed. Self-efficacy was found to fully mediate the relationship between transformational leadership and well-being and team efficacy was found to partially mediate the relationship between transformational leadership and job satisfaction and fully mediate the relationship between transformational leadership and well-being. Within the pressurised environment faced by employees in the healthcare sector today transformational leaders may help ensure employees' job satisfaction and psychological well-being. They do so through the establishment of a sense of being in control as individuals but also as being part of a competent group.

  17. Predicting likelihood of seeking help through the employee assistance program among salaried and union hourly employees.

    Science.gov (United States)

    Delaney, W; Grube, J W; Ames, G M

    1998-03-01

    This research investigated belief, social support and background predictors of employee likelihood to use an Employee Assistance Program (EAP) for a drinking problem. An anonymous cross-sectional survey was administered in the home. Bivariate analyses and simultaneous equations path analysis were used to explore a model of EAP use. Survey and ethnographic research were conducted in a unionized heavy machinery manufacturing plant in the central states of the United States. A random sample of 852 hourly and salaried employees was selected. In addition to background variables, measures included: likelihood of going to an EAP for a drinking problem, belief the EAP can help, social support for the EAP from co-workers/others, belief that EAP use will harm employment, and supervisor encourages the EAP for potential drinking problems. Belief in EAP efficacy directly increased the likelihood of going to an EAP. Greater perceived social support and supervisor encouragement increased the likelihood of going to an EAP both directly and indirectly through perceived EAP efficacy. Black and union hourly employees were more likely to say they would use an EAP. Males and those who reported drinking during working hours were less likely to say they would use an EAP for a drinking problem. EAP beliefs and social support have significant effects on likelihood to go to an EAP for a drinking problem. EAPs may wish to focus their efforts on creating an environment where there is social support from coworkers and encouragement from supervisors for using EAP services. Union networks and team members have an important role to play in addition to conventional supervisor intervention.

  18. Outpatient rehabilitation as an intervention to improve employees' physical capacity.

    Science.gov (United States)

    Ojala, Birgitta; Nygård, Clas-Håkan; Nikkari, Seppo T

    2016-01-01

    The aging of the workforce poses new challenges for maintaining work ability. Because of limited information on the effectiveness of vocational rehabilitation performed in traditional inpatient programs, extended interest in outpatient rehabilitation has risen in the past few years. We examined the effects of a new outpatient rehabilitation program where every participant defined their own goals to improve work ability by the aid of a goal-oriented multi-professional team. This report will focus on the employees' physical capacity during a nine-month program. A total of 605 municipal employees from different production areas of the City of Tampere took part in the outpatient rehabilitation program, implemented by the occupational health unit. Groups of 12 employees participated in eight one-day sessions at intervals of two to three weeks; the final follow-up was 9 months from the beginning. Submaximal aerobic capacity was tested by a calibrated cycle ergometer with a commercial program (Aino Fitware pro, Helsinki, Finland). Musculoskeletal tests assessed muscle strength, balance and mobility. During the 9-month follow-up of the rehabilitation program, the employees' physical capacity was improved. The follow-up test scores from a total of 329 employees were significantly higher in the submaximal aerobic capacity test (p health situation to take part in physical capacity tests; however they took part in the intervention. The new outpatient rehabilitation program organized by the occupational health unit had a positive influence on employees' physical capacity during a nine-month follow up.

  19. HR Mission | AURA Human Resources

    Science.gov (United States)

    AURA Policies Conflict of Interest Employee Recognition Forms Library Handbook Integrity Line Manager responsiveness; Striving for a multicultural, innovative and diverse team that operates with respect and

  20. Managing Diversity in India: Evaluating the Effectiveness of Workforce Diversity Initiatives of Three U.S. Based Multinational Corporations in India

    OpenAIRE

    Batra, Ashima

    2007-01-01

    Managing diversity has emerged as a significant management practice, conceptualised to tackle the growing number of employee equality and equal opportunity related complexities. The changing nature of work practices due to globalisation has brought to the forefront workplace diversity issues. The origins and conception of diversity in the U.S. and India forms the basis for analysing an originally American concept in an Indian context. The two countries offer an exciting backdrop given the pol...

  1. Study on team evaluation. Team process model for team evaluation

    International Nuclear Information System (INIS)

    Sasou Kunihide; Ebisu, Mitsuhiro; Hirose, Ayako

    2004-01-01

    Several studies have been done to evaluate or improve team performance in nuclear and aviation industries. Crew resource management is the typical example. In addition, team evaluation recently gathers interests in other teams of lawyers, medical staff, accountants, psychiatrics, executive, etc. However, the most evaluation methods focus on the results of team behavior that can be observed through training or actual business situations. What is expected team is not only resolving problems but also training younger members being destined to lead the next generation. Therefore, the authors set the final goal of this study establishing a series of methods to evaluate and improve teams inclusively such as decision making, motivation, staffing, etc. As the first step, this study develops team process model describing viewpoints for the evaluation. The team process is defined as some kinds of power that activate or inactivate competency of individuals that is the components of team's competency. To find the team process, the authors discussed the merits of team behavior with the experienced training instructors and shift supervisors of nuclear/thermal power plants. The discussion finds four team merits and many components to realize those team merits. Classifying those components into eight groups of team processes such as 'Orientation', 'Decision Making', 'Power and Responsibility', 'Workload Management', 'Professional Trust', 'Motivation', 'Training' and 'staffing', the authors propose Team Process Model with two to four sub processes in each team process. In the future, the authors will develop methods to evaluate some of the team processes for nuclear/thermal power plant operation teams. (author)

  2. Ownership type and team climate in elderly care facilities: the moderating effect of stress factors.

    Science.gov (United States)

    Heponiemi, Tarja; Elovainio, Marko; Kouvonen, Anne; Noro, Anja; Finne-Soveri, Harriet; Sinervo, Timo

    2012-03-01

    This paper is a report of a study examining the association between ownership type and perceived team climate among older people care staff. In addition, we examined whether work stress factors (time pressure, resident-related stress, role conflicts and role ambiguity) mediated or moderated the above mentioned association. There has been a trend towards contracting out in older people care facilities in Finland and the number of private for-profit firms has increased. Studies suggest that there may be differences in employee well-being and quality of care according to the ownership type of older people care. Cross-sectional survey data was collected during the autumn of 2007 from 1084 Finnish female older people care staff aged 18-69 years were used. Team Climate Inventory was used to measure team climate. Ownership type was divided into four categories: for-profit sheltered homes, not-for-profit sheltered homes, public sheltered homes and not-for-profit nursing homes. Analyses of covariance were used to examine the associations. Team climate dimensions participative safety, vision and support for innovation were higher in not-for-profit organizations (both sheltered homes and nursing homes) compared to for-profit sheltered homes and public sheltered homes. Stress factors did not account for these associations but acted as moderators in a way that in terms of task orientation and participative safety employees working in for-profit organizations seemed to be slightly more sensitive to work-related stress than others. Our results suggest that for-profit organizations and public organizations may have difficulties in maintaining their team climate. In consequence, these organizations should focus more effort on improving their team climate. © 2011 Blackwell Publishing Ltd.

  3. Success Skills for the Textile Industry: Team Building (SS2). Workforce 2000 Partnership.

    Science.gov (United States)

    Enterprise State Junior Coll., AL.

    This curriculum package on team building is a product of the Workforce 2000 Partnership, which combined the resources of four educational partners and four industrial partners in Alabama, Georgia, and South Carolina to provide education and training in communication, computation, and critical thinking to employees in the apparel, carpet, and…

  4. Hydrogen Production Technical Team Roadmap

    Energy Technology Data Exchange (ETDEWEB)

    None

    2013-06-01

    The Hydrogen Production Technical Team Roadmap identifies research pathways leading to hydrogen production technologies that produce near-zero net greenhouse gas (GHG) emissions from highly efficient and diverse renewable energy sources. This roadmap focuses on initial development of the technologies, identifies their gaps and barriers, and describes activities by various U.S. Department of Energy (DOE) offices to address the key issues and challenges.

  5. Are real teams healthy teams?

    NARCIS (Netherlands)

    Buljac, M.; van Woerkom, M.; van Wijngaarden, P.

    2013-01-01

    This study examines the impact of real-team--as opposed to a team in name only--characteristics (i.e., team boundaries, stability of membership, and task interdependence) on team processes (i.e., team learning and emotional support) and team effectiveness in the long-term care sector. We employed a

  6. Team Learning in Teacher Teams: Team Entitativity as a Bridge between Teams-in-Theory and Teams-in-Practice

    Science.gov (United States)

    Vangrieken, Katrien; Dochy, Filip; Raes, Elisabeth

    2016-01-01

    This study aimed to investigate team learning in the context of teacher teams in higher vocational education. As teacher teams often do not meet all criteria included in theoretical team definitions, the construct "team entitativity" was introduced. Defined as the degree to which a group of individuals possesses the quality of being a…

  7. Diversity management in the workplace: beyond compliance

    Directory of Open Access Journals (Sweden)

    N.S. Gwele

    2009-09-01

    Full Text Available Diversity management is not a numbers game. Diversity management is a holistic and strategic intervention aimed at maximizing every individual’s potential to contribute towards the realization o f the organization’s goals through capitalizing on individual talents and differences within a diverse workforce environment. Managing interpersonal relationships within a diverse workforce environment presents a number of challenges related to changes in the social, legal and economic landscape, individual expectations and values as well as the inevitable change in organizational culture (Chartered Institute of Personnel and Development 2005: 1-7. Whether or not organizations are effective in managing diversity is a function of senior managements’ commitment, and the perceived centrality of diversity management by all those who populate the institution’s workspace. Above all it should be clear to all employees, irrespective of race, gender, or vocational/professional status, that each and every one of them has something of value to contribute towards the realization of the institution’s mission and goals. It is crucial to determine clear and manageable success indicators, focusing not only on compliance with legal obligations to include and/or increase the number of employees from the underrepresented and designated groups, but also on strategic intervention strategies to be used to promote and nurture individual talent and potential toward the realization of both individual aspirations and organizational goals re-quality patient outcomes.

  8. A case study on the training issues related to leaders of self-managing teams in a redesign plant

    OpenAIRE

    Gunawardena, Asela

    1993-01-01

    Self-managing teams (SMTs) are receiving increasing attention from organizations striving for continuous improvement and searching for innovative ways to get their employees involved and empowered. More and more organizations are realizing the significant impact these teams have on quality, productivity, the social circles, worker esteem, and profitability. Consultants and researchers have also paid significant attention to the concept of SMTs, focusing on many aspects o...

  9. Bridging Team Faultlines by Combining Task Role Assignment and Goal Structure Strategies

    Science.gov (United States)

    Rico, Ramon; Sanchez-Manzanares, Miriam; Antino, Mirko; Lau, Dora

    2012-01-01

    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) x 2 (superordinate vs. subgroup goals) experimental study. Seventy-two 4-person teams with…

  10. Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams.

    Science.gov (United States)

    van der Haar, Selma; Koeslag-Kreunen, Mieke; Euwe, Eline; Segers, Mien

    2017-04-01

    Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader's verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.

  11. Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams

    Science.gov (United States)

    van der Haar, Selma; Koeslag-Kreunen, Mieke; Euwe, Eline; Segers, Mien

    2017-01-01

    Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader’s verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time. PMID:28490856

  12. Sabbaticals and Employee Motivation: Benefits, Concerns, and Implications

    Science.gov (United States)

    Carr, Andrew E.; Tang, Thomas Li-Ping

    2005-01-01

    The use of sabbaticals as a means to improve employee motivation and morale is growing rapidly as companies seek ways to retain their star performers and fight the effects of job burnout. In this article, the authors examine the various forms of sabbaticals in diverse industries, the reasons for their use, and the relevant benefits and concerns…

  13. Distant yet Near: Promoting Interdisciplinary Learning in Significantly Diverse Teams through Socially Responsible Projects

    Science.gov (United States)

    Adya, Monica; Temple, Bryan K.; Hepburn, Donald M.

    2015-01-01

    With global specialization of work units within organizations, interdisciplinary work practices comprised of collaborative efforts between technical and business teams are increasingly common in today's workplace. While higher education has responded by creating opportunities for remote teams to learn from collaborative work, occasions for…

  14. Diverse by Default

    DEFF Research Database (Denmark)

    Holck, Lotte

    arguments that arise from migrants’ paradoxical situation. To improve their situation, the article discusses whether alternative conceptualization of talents, ‘high potentials’, and making the ambitions of diverse employees more prominent in strategic human resource management can be a relavant strategy......: Employing highlyskilled, career-minded migrants in low-skilled postions, migrants are simultaneously casted as a disposable, replicable and temporary resource, the ‘ideal worker’, AND as a ‘high potential’ for first line management. This extended business case of diversity draws on multifaceted business......This paper contributes to theoretical debates around migrant workers at the workplace, labour market inequality and the business case of diversity. Building on stories of overqualified migrant stuck in low-rank jobs due to their migration, this paper explores how migrant workers are simultaneous...

  15. Team and teamwork in modern european HR management

    Directory of Open Access Journals (Sweden)

    Usheva Mariana

    2016-06-01

    Full Text Available One of the major issues occurring in every contemporary organization is the issue of the efficiency of work and obtaining maximum results from work done. Most often when the issue of increasing the efficiency of work is laid the question of teams and teamwork in various projectя of the company comes to the foreground and frequently no proper differentiation is made between a “group of people” and a “team” and this brings to a large number of misunderstandings of managers and employees with regard to the designation and benefits of team organization of work. There are clear traceable differences between the perception of the concept of “team” and the implementation of teamwork by European and Bulgarian companies and it is good to make the differentiation between them with a view to the HR management.

  16. Workplace Readiness for Communicating Diversity.

    Science.gov (United States)

    Muir, Clive

    1996-01-01

    Proposes a model for communicating change about diversity using a workplace-readiness approach. Discusses ways organizational change agents can assess the company's current interpersonal and social dynamics, use appropriate influence strategies, and create effective messages that will appeal to employees and help to achieve the desired acceptance…

  17. How employees perceive risks and safety in nuclear installations

    International Nuclear Information System (INIS)

    Barny, M.-H.; Brenot, J.; Moreau, A.

    1992-01-01

    Employees of the French centre of Saclay have been interviewed twice in November 1984 and March 1987 about their risks at the workplace, their views on safety, their protective attitudes, and also about the Chernobyl accident in the second survey. Perceived risks are compared, safety measures and protection teams are judged, importance of the Chernobyl accident is appreciated. Differences in perception between the various professional groups are pointed out. The main results are briefly presented hereafter. (author)

  18. The relationship between servant leadership and employee empowerment, commitment, trust and innovative behaviour: A project management perspective

    Directory of Open Access Journals (Sweden)

    Camilla L. Krog

    2015-10-01

    Full Text Available Orientation: Understanding the relationship between a project sponsor’s servant leadership traits and employee commitment, trust and innovative behaviour. Research purpose: This study aimed to understand the relationship, if any, between a project sponsor’s servant leadership traits of altruistic calling, emotional healing, wisdom, persuasive mapping and organisational stewardship and a project team’s empowerment, commitment, trust and innovative behaviour. Motivation of the study: Most project leadership studies focus on understanding the role and power position of the project manager, with very little research being dedicated to understanding the effect the leadership style has on the project team and project success. Research approach: A survey was conducted amongst a non-probability sample of 48 project team members from amongst a population of 257, comprising project managers, business analysts and IT staff of a medium sized fleet management organisation that is in the process of implementing an entirely new enterprise resource planning system. Main findings: Through inferential statistical analysis, using structural equation modelling and path analysis, it was determined that persuasive mapping has the strongest impact on employee innovative behaviour, followed by employee commitment and trust via the mediator of employee perceived empowerment. Wisdom and organisational stewardship had a negative impact on employee perceived empowerment. Practical/managerial implications: Project sponsors need to exhibit persuasive mapping, altruistic calling and emotional healing traits due to the significant influence that these have on employee innovative behaviour, commitment and trust, albeit through their perceived empowerment. Contribution/value-add: This study contributes to knowledge of leadership, more especially servant leadership and its significance in project management, which knowledge may contribute to project success

  19. Students’ Team Project Experiences and Their Attitudes Towards Teamwork

    Directory of Open Access Journals (Sweden)

    Aleksandra Rudawska

    2017-03-01

    Full Text Available Purpose: The aim of the study is to evaluate the influence of team project experiences of students (presence and role of a leader; fairness in team projects; conditions supporting teamwork created by a university on their attitudes towards teamwork, especially the perception of teamwork effectiveness and the preference of working in teams. Methodology: In the study the quantitative research was done among master degree Polish students of Management (105 questionnaires. The measures used for the study were developed specifcally for the study referring to the previous research in the feld. Findings: Results indicate that leaders in team projects and conditions supporting teamwork are connected with the students’ perception of teamwork effectiveness, while the fairness in team projects is connected with students’ preference of working collectively. Research implications: We conclude that in order to develop a positive attitude towards teamwork, the teamwork projects should be better supported by the instructors (especially supporting the emergence of leader(s and minimising the problem of free riders and the university should create a climate that facilitates teamworking, otherwise team projects might negatively influence students’ attitude towards collective work. Value: On the labour market the teamwork skills are one of the most important skills of employees, as the team-based organizational designs are becoming the norm in work organization. The study is contributing to the understanding of the relations between student experiences and their attitudes as well as the role played by high education in the development of these attitudes. Some previous research in Anglo-Saxon culture countries indicate that team project assignments realised by students during studies might even hinder their attitudes to teamwork and their willingness to work in teams in the future.

  20. Employee Care

    OpenAIRE

    Zavadilová, Eva

    2014-01-01

    The theme of the bachelor's thesis is the issue of employee care and related provision of employee benefits. The main objective is to analyze the effective legislation and characterize the basic areas of employee care. First of all, the thesis focuses on the matter of employee care and related legislation analyzing the working conditions, professional growth of the employees, catering of employees and special conditions for some employees. Furthermore, the special attention is paid to the vol...

  1. Employee Benefit Status from E-Employee Service

    Science.gov (United States)

    Gündüz, Semseddin; Çoklar, Ahmet Naci

    2017-01-01

    The internet is the one of the most important global network and information source in information age. The internet has changed employee's life enormously. The purpose of this study is to clarify the benefitting situations of employees from e-employee services. For this purpose, a 20-item data collection tool, based on the e-employee services put…

  2. Selection Of Employees In The Metal Industry Based On Competences, On The Example Of A Designer Position

    Directory of Open Access Journals (Sweden)

    Skrzypek Katarzyna

    2015-06-01

    Full Text Available The selection of an effective team of employees is crucial to proper management of the company. The success of the project often depends on the competencies of employees who carry out those projects. Therefore, the selection of the workers, whose competences complement each other in terms of subject matter, in terms of personality, and also in practical terms, is very important. This article presents the proposal of applying the FAHP (fuzzy analytic hierarchy process and TOPSIS (technique for order preference by similarity to an ideal solution methods as a tool to facilitate the management of human resources in the metal production factories based on the skills of employees.

  3. Disability Diversity Training in the Workplace: Systematic Review and Future Directions.

    Science.gov (United States)

    Phillips, Brian N; Deiches, Jon; Morrison, Blaise; Chan, Fong; Bezyak, Jill L

    2016-09-01

    Purpose Misinformation and negative attitudes toward disability contribute to lower employment rates among people with disabilities. Diversity training is an intervention intended to improve intergroup relations and reduce prejudice. We conducted a systematic review to determine the use and effectiveness of disability diversity training aimed at improving employment outcomes for employees with disabilities. Methods Five databases were searched for peer-reviewed studies of disability diversity training interventions provided within the workplace. Studies identified for inclusion were assessed for quality of methodology. Results Of the total of 1322 articles identified by the search, three studies met the criteria for inclusion. Two of the three articles focused specifically on training to improve outcomes related to workplace injuries among existing employees. The other study provided an initial test of a more general disability diversity training program. Conclusions There is currently a lack of empirically validated diversity training programs that focus specifically on disability. A number of disability diversity trainings and resources exist, but none have been well researched. Related literature on diversity training and disability awareness suggests the possibility for enhancing diversity training practices through training design, content, participant, and outcomes considerations. By integrating best practices in workplace diversity training with existing disability training resources, practitioners and researchers may be able to design effective disability diversity training programs.

  4. Do you see what I see? Effects of national culture on employees' safety-related perceptions and behavior.

    Science.gov (United States)

    Casey, Tristan W; Riseborough, Karli M; Krauss, Autumn D

    2015-05-01

    Growing international trade and globalization are increasing the cultural diversity of the modern workforce, which often results in migrants working under the management of foreign leadership. This change in work arrangements has important implications for occupational health and safety, as migrant workers have been found to be at an increased risk of injuries compared to their domestic counterparts. While some explanations for this discrepancy have been proposed (e.g., job differences, safety knowledge, and communication difficulties), differences in injury involvement have been found to persist even when these contextual factors are controlled for. We argue that employees' national culture may explain further variance in their safety-related perceptions and safety compliance, and investigate this through comparing the survey responses of 562 Anglo and Southern Asian workers at a multinational oil and gas company. Using structural equation modeling, we firstly established partial measurement invariance of our measures across cultural groups. Estimation of the combined sample structural model revealed that supervisor production pressure was negatively related to willingness to report errors and supervisor support, but did not predict safety compliance behavior. Supervisor safety support was positively related to both willingness to report errors and safety compliance. Next, we uncovered evidence of cultural differences in the relationships between supervisor production pressure, supervisor safety support, and willingness to report errors; of note, among Southern Asian employees the negative relationship between supervisor production pressure and willingness to report errors was stronger, and for supervisor safety support, weaker as compared to the model estimated with Anglo employees. Implications of these findings for safety management in multicultural teams within the oil and gas industry are discussed. Copyright © 2015 Elsevier Ltd. All rights reserved.

  5. Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams.

    Science.gov (United States)

    Körner, Mirjam; Wirtz, Markus A; Bengel, Jürgen; Göritz, Anja S

    2015-06-23

    Team effectiveness is often explained on the basis of input-process-output (IPO) models. According to these models a relationship between organizational culture (input = I), interprofessional teamwork (process = P) and job satisfaction (output = O) is postulated. The aim of this study was to examine the relationship between these three aspects using structural analysis. A multi-center cross-sectional study with a survey of 272 employees was conducted in fifteen rehabilitation clinics with different indication fields in Germany. Structural equation modeling (SEM) was carried out using AMOS software version 20.0 (maximum-likelihood method). Of 661 questionnaires sent out to members of the health care teams in the medical rehabilitation clinics, 275 were returned (41.6%). Three questionnaires were excluded (missing data greater than 30%), yielding a total of 272 employees that could be analyzed. The confirmatory models were supported by the data. The results showed that 35% of job satisfaction is predicted by a structural equation model that includes both organizational culture and teamwork. The comparison of this predictive IPO model (organizational culture (I), interprofessional teamwork (P), job satisfaction (O)) and the predictive IO model (organizational culture (I), job satisfaction (O)) showed that the effect of organizational culture is completely mediated by interprofessional teamwork. The global fit indices are a little better for the IO model (TLI: .967, CFI: .972, RMSEA .052) than for the IPO model (TLI: .934, CFI: .943, RMSEA: .61), but the prediction of job satisfaction is better in the IPO model (R(2) = 35%) than in the IO model (R(2) = 24%). Our study results underpin the importance of interprofessional teamwork in health care organizations. To enhance interprofessional teamwork, team interventions can be recommended and should be supported. Further studies investigating the organizational culture and its impact on interprofessional

  6. The return map: tracking product teams.

    Science.gov (United States)

    House, C H; Price, R L

    1991-01-01

    With a new product, time is now more valuable than money. The costs of conceiving and designing a product are less important to its ultimate success than timeliness to market. One of the most important ways to speed up product development is through interfunctional teamwork. The "Return Map," developed at Hewlett-Packard, provides a way for people from different functions to triangulate on the product development process as a whole. It graphically represents the contributions of all team members to the moment when a project breaks even. It forces the team to estimate and re-estimate the time it will take to perform critical tasks, so that products can get out fast. It subjects the team to the only discipline that works, namely, self-discipline. The map is, in effect, a graph representing time and money, where the time line is divided into three phases: investigation, development, and manufacturing and sales. Meanwhile, costs are plotted against time--as are revenues when they are realized after manufacturing release. Within these points of reference, four novel metrics emerge: Break-Even-Time, Time-to-Market, Break-Even-After-Release, and the Return Factor. All metrics are estimated at the beginning of a project to determine its feasibility, then they are tracked carefully while the project evolves to determine its success. Missed forecasts are inevitable, but managers who punish employees for missing their marks will only encourage them to estimate conservatively, thus building slack into a system meant to eliminate slack. Estimates are a team responsibility, and deviations provide valuable information that spurs continuous investigation and improvement.

  7. The Employees of Baby Boomers Generation, Generation X, Generation Y and Generation Z in Selected Czech Corporations as Conceivers of Development and Competitiveness in their Corporation

    Directory of Open Access Journals (Sweden)

    Bejtkovský Jiří

    2016-12-01

    Full Text Available The corporations using the varied workforce can supply a greater variety of solutions to problems in service, sourcing, and allocation of their resources. The current labor market mentions four generations that are living and working today: the Baby boomers generation, the Generation X, the Generation Y and the Generation Z. The differences between generations can affect the way corporations recruit and develop teams, deal with change, motivate, stimulate and manage employees, and boost productivity, competitiveness and service effectiveness. A corporation’s success and competitiveness depend on its ability to embrace diversity and realize the competitive advantages and benefits. The aim of this paper is to present the current generation of employees (the employees of Baby Boomers Generation, Generation X, Generation Y and Generation Z in the labor market by secondary research and then to introduce the results of primary research that was implemented in selected corporations in the Czech Republic. The contribution presents a view of some of the results of quantitative and qualitative research conducted in selected corporations in the Czech Republic. These researches were conducted in 2015 on a sample of 3,364 respondents, and the results were analyzed. Two research hypotheses and one research question have been formulated. The verification or rejection of null research hypothesis was done through the statistical method of the Pearson’s Chi-square test. It was found that perception of the choice of superior from a particular generation does depend on the age of employees in selected corporations. It was also determined that there are statistically significant dependences between the preference for eterogeneous or homogeneous cooperation and the age of employees in selected corporations.

  8. The impact of gender diversity on the performance of business teams: evidence from a field experiment

    NARCIS (Netherlands)

    Hoogendoorn, S.; Oosterbeek, H.; van Praag, M.

    This paper reports about a field experiment conducted to estimate the impact of the share of women in business teams on their performance. Teams consisting of undergraduate students in business studies start up a venture as part of their curriculum. We manipulated the gender composition of teams and

  9. The impact of gender diversity on the performance of business teams: evidence from a field experiment

    NARCIS (Netherlands)

    Hoogendoorn, S.; Oosterbeek, H.; van Praag, M.

    2013-01-01

    This paper reports on a field experiment conducted to estimate the impact of the share of women in business teams on their performance. Teams consisting of undergraduate students in business studies start up a venture as part of their curriculum. We manipulated the gender composition of teams and

  10. The impact of gender diversity on the performance of business teams: evidence from a field experiment.

    NARCIS (Netherlands)

    Hoogendoorn, S.; Oosterbeek, H.; van Praag, M.

    This paper reports about a field experiment conducted to estimate the impact of the share of women in business teams on their performance. Teams consisting of under-graduate students in business studies start up a venture as part of their curriculum. We manipulated the gender composition of teams

  11. Personal and organisational vision supporting leadership in a team-based transport environment

    Directory of Open Access Journals (Sweden)

    Theuns F.J. Oosthuizen

    2012-11-01

    Full Text Available Leadership in an operational environment requires operational employees to take on responsibility as leaders. This leadership role could vary from self-leadership to team leadership with personal and organisational vision as key drivers for operational leadership performance. The research population included operational employees working in a transport environment who attended a leadership development seminar. A census was conducted using a questionnaire-based empirical research approach. Data analysis was conducted using SPSS, and the results were analysed. Responses indicate the development of an awareness of the importance of values and vision in order to establish effective leadership practices through the leadership development programme. Research confirmed the importance of vision as a key driver in operational leadership in this context. Further skill development is required on how to align personal values and vision with that of the organisation (department within which operational employees function.

  12. SemanticOrganizer: A Customizable Semantic Repository for Distributed NASA Project Teams

    Science.gov (United States)

    Keller, Richard M.; Berrios, Daniel C.; Carvalho, Robert E.; Hall, David R.; Rich, Stephen J.; Sturken, Ian B.; Swanson, Keith J.; Wolfe, Shawn R.

    2004-01-01

    SemanticOrganizer is a collaborative knowledge management system designed to support distributed NASA projects, including diverse teams of scientists, engineers, and accident investigators. The system provides a customizable, semantically structured information repository that stores work products relevant to multiple projects of differing types. SemanticOrganizer is one of the earliest and largest semantic web applications deployed at NASA to date, and has been used in diverse contexts ranging from the investigation of Space Shuttle Columbia's accident to the search for life on other planets. Although the underlying repository employs a single unified ontology, access control and ontology customization mechanisms make the repository contents appear different for each project team. This paper describes SemanticOrganizer, its customization facilities, and a sampling of its applications. The paper also summarizes some key lessons learned from building and fielding a successful semantic web application across a wide-ranging set of domains with diverse users.

  13. Factors Affecting job satisfaction of employees in Pakistani banking sector

    OpenAIRE

    Ahmed Imran, Hunjra; Muhammad Irfan, Chani; Sher, Aslam; Muhammad, Azam; Kashif-Ur, Rehman

    2010-01-01

    The job satisfaction has got tremendous attention in organizational research. The focus of this study is to determine the impact of various human resource management practices like job autonomy, team work environment and leadership behavior on job satisfaction. It also investigates the major determinants of job satisfaction in Pakistani banking sector. This study further evaluates the level of difference in job satisfaction among male and female employees. The sample of the study consisted of...

  14. Identify the degree of socio-psychological self-assessment team

    Directory of Open Access Journals (Sweden)

    V. Avdeev

    2015-01-01

    Full Text Available The article deals with theoretical aspects of the work and organizational psychology, organizational climate survey and analysis of the employees of the State Fire squad № 211 public institutions "Fire and rescue center". The purpose of this article – definition of psychological climate in the organization. To determine the psychological climate squad used a technique A. Nemov at identifying the degree of integration "SPSK" – social and psychological self-assessment team. This methodology is designed to study the level of social and psychological development of the team, which is a basic and necessary prerequisite for the formation of an optimal social and psychological climate. In April 2015 a survey was conducted, which was attended by 30 people (26% of the total population of employees in the unit at the position of "fire". Random sampling. The methodology included 75 statements describing the behavior of the individual and collective relations (70 claims of workers and 5 – control. Working statement distributed on seven blocks of 10 claims in each band respectively characteristics such as responsibility, teamwork, unity, contact (personal relationships, openness (in relation to newcomers and representatives of other groups, organization and knowledge. The article presents the results of the analysis, which have been formulated conclusions and guidelines.

  15. What does it take to break the silence in teams: Authentic leadership or proactive followership?

    NARCIS (Netherlands)

    Günter, Hannes; Schreurs, Bert; van Emmerik, Hetty; Sun, Shuhua

    2017-01-01

    Leadership may help break the silence in teams, but this may not be equally true for all employees. Using behavioral plasticity theory, we propose that authentic leadership—a set of leadership behaviors through which leaders enact their true selves—reduces silence and motivates speaking up in

  16. Smart or diverse start-up teams? Evidence from a field experiment

    NARCIS (Netherlands)

    Hoogendoorn, S.; Parker, S.C.; van Praag, M.

    2017-01-01

    This paper explores the relationship between cognitive abilities and team performance in a start-up setting. We argue that performance in this setting hinges on three tasks: opportunity recognition, problem solving, and implementation. We theorize that cognitive ability at the individual level has a

  17. Komi oil spill - An assessment by a multinational team

    Energy Technology Data Exchange (ETDEWEB)

    Devenis, P.

    1995-12-31

    The mission objectives, findings of an on-site visit, and recommendations of a multinational United Nations team who assessed the Komi oil spill in Russia were discussed, combined with a discussion of the findings and field work of Russian investigators, whose work preceded that of the UN team. Concern was expressed over spring flooding as a unique problem that might well complicate the cleanup. Areas of serious concern were identified by the group and recommendations for remediation were made, and described in detail. It was found that the multinational team approach was a successful answer in this particular situation in that the diverse backgrounds and experiences of the team members resulted in better solutions and recommendations for remediation than would have been possible otherwise. Access to information provided by EMERCOM (the Russian Ministry for Emergency Response to Natural Disasters) and the Russian consulting firm, helped the UN team in overcoming time constraints and other obstructions affecting their work. 5 refs., 2 figs.

  18. Do Personality and Organizational Politics Predict Workplace Victimization? A Study among Ghanaian Employees.

    Science.gov (United States)

    Amponsah-Tawiah, Kwesi; Annor, Francis

    2017-03-01

    Workplace victimization is considered a major social stressor with significant implications for the wellbeing of employees and organizations. The aim of this study was to examine the influences of employees' personality traits and organizational politics on workplace victimization among Ghanaian employees. Using a cross-sectional design, data were collected from 631 employees selected from diverse occupations through convenience sampling. Data collection tools were standardized questionnaires that measured experiences of negative acts at work (victimization), the Big Five personality traits, and organizational politics. The results from hierarchical multiple regression analysis showed that among the personality traits neuroticism and conscientiousness had significant, albeit weak relationships with victimization. Organizational politics had a significant positive relationship with workplace victimization beyond employees' personality. The study demonstrates that compared with personal characteristics such as personality traits, work environment factors such as organizational politics have a stronger influence on the occurrence of workplace victimization.

  19. Can varying the number of teams in a shift schedule constitute a preventive strategy?

    Directory of Open Access Journals (Sweden)

    Hans Jeppe Jeppesen

    2004-12-01

    Full Text Available OBJECTIVE: The study examines the implications for shiftworkers of applying different numbers of teams in the organization of shiftwork. METHODS: The participating operators came from five different companies applying continuous shift rotation systems. The companies shared the same product organization and a common corporate culture belonging to the same multinational company. Each company had a shift system consisting of four, five or six teams, with the proportion of shifts outside day work decreasing as the number of teams increased. Questionnaire and documentary data were used as data sources. RESULTS: Operators in systems with additional teams had more daywork but also more irregular working hours due to both overtime and schedule changes. Operators using six teams used fewer social compensation strategies. Operators in four teams were most satisfied with their work hours. Satisfaction with the time available for various social activities outside work varied inconsistently between the groups. CONCLUSIONS: In rotating systems the application of more teams reduces the number of shifts outside day work. This apparent improvement for shiftworkers was counteracted by a concomitant irregularity produced by greater organizational requirements for flexibility. The balance of this interaction was found to have a critical impact on employees.

  20. Linguistic Diversity in Blue‐Collar Workplaces

    DEFF Research Database (Denmark)

    Lønsmann, Dorte; Kraft, Kamilla

    of the super‐diversity that arises in transnational workplaces where employees often live and workin separate countries, daily have face‐to‐face interactions with stakeholders from other countries, and/or where there are high levels of staff exchange. In short, workplaces with little possibility...

  1. Insider Research on Diversity and Inclusion: Methodological Considerations

    Directory of Open Access Journals (Sweden)

    Zsuzsánna E. Horváth

    2018-03-01

    Full Text Available Workforce diversity management is fast becoming a significant component of in Multinational Corporations because it has outstanding benefits on inclusive workplace climate leading to improved work outcomes. The paper provides a conceptual background of the significance and implications of diversity management and inclusion, followed by a proposed insider research design. An employee perception focused approach is discussed that is believed to best capture the efficiency of diversity management and inclusion. Recommendations complement the conceptual framework and critical analyses.

  2. The Nexus between Labor Diversity and Firm's Innovation

    DEFF Research Database (Denmark)

    Parrotta, Pierpaolo; Pozzoli, Dario; Pytlikova, Mariola

    's ability to patent in different technological areas (extensive margin). We find that skill and ethnic diversity plays an important role in propelling firm’s innovation outcomes. Conversely, the effect of demographic diversity typically vanishes once detailed firm-specific characteristics are included......Abstract In this paper we investigate the nexus between firm labor diversity and innovation using a linked employer-employee data from Denmark. Specifically, exploiting information retrieved from the comprehensive database and implementing a proper instrumental variable strategy, we are able...

  3. Exploring the Impact of Toxic Attitudes and a Toxic Environment on the Veterinary Healthcare Team.

    Science.gov (United States)

    Moore, Irene C; Coe, Jason B; Adams, Cindy L; Conlon, Peter D; Sargeant, Jan M

    2015-01-01

    The objective of this qualitative study was to compare veterinarians' and Registered Veterinary Technicians' (RVT's) perceptions of the veterinary healthcare team with respect to the impact of toxic attitudes and a toxic environment. Focus group interviews using a semi-structured interview guide and follow up probes were held with four veterinarian groups (23 companion animal veterinarians) and four Registered Veterinary Technician groups (26 RVTs). Thematic analysis of the discussions indicated both veterinarian and RVT participants felt team members with manifestations of toxic attitudes negatively impacted veterinary team function. These manifestations included people being disrespectful, being resistant to change, always wanting to be the "go to person," avoiding conflict, and lacking motivation. When conflict was ignored, or when people with toxic attitudes were not addressed, a toxic environment often resulted. A toxic environment sometimes manifested when "broken communication and tension between staff members" occurred as a result of employees lacking confidence, skills, or knowledge not being managed properly. It also occurred when employees did not feel appreciated, when there was difficulty coping with turnover, and when there were conflicting demands. The presence of people manifesting a toxic attitude was a source of frustration for both veterinarian and RVT participants. Prompt and consistent attention to negative behaviors is recommended to reduce the development of a toxic environment.

  4. Nuclear Nonproliferation Ontology Assessment Team Final Report

    Energy Technology Data Exchange (ETDEWEB)

    Strasburg, Jana D.; Hohimer, Ryan E.

    2012-01-01

    Final Report for the NA22 Simulations, Algorithm and Modeling (SAM) Ontology Assessment Team's efforts from FY09-FY11. The Ontology Assessment Team began in May 2009 and concluded in September 2011. During this two-year time frame, the Ontology Assessment team had two objectives: (1) Assessing the utility of knowledge representation and semantic technologies for addressing nuclear nonproliferation challenges; and (2) Developing ontological support tools that would provide a framework for integrating across the Simulation, Algorithm and Modeling (SAM) program. The SAM Program was going through a large assessment and strategic planning effort during this time and as a result, the relative importance of these two objectives changed, altering the focus of the Ontology Assessment Team. In the end, the team conducted an assessment of the state of art, created an annotated bibliography, and developed a series of ontological support tools, demonstrations and presentations. A total of more than 35 individuals from 12 different research institutions participated in the Ontology Assessment Team. These included subject matter experts in several nuclear nonproliferation-related domains as well as experts in semantic technologies. Despite the diverse backgrounds and perspectives, the Ontology Assessment team functioned very well together and aspects could serve as a model for future inter-laboratory collaborations and working groups. While the team encountered several challenges and learned many lessons along the way, the Ontology Assessment effort was ultimately a success that led to several multi-lab research projects and opened up a new area of scientific exploration within the Office of Nuclear Nonproliferation and Verification.

  5. READINGS FROM THE FORMAL DISCOURSE OF PROJECT MANAGERS REGARDING DIVERSITY IN TEAMS

    Directory of Open Access Journals (Sweden)

    Sandra Regina da Rocha-Pinto

    2012-04-01

    Full Text Available Based on the viewpoint of project managers with regards to diversity, this paper used a phenomenographic method. Fifteen project managers were interviewed. The latter focused primarily on the variety of techniques, rather than on varieties of any other kind. This view of diversity extends beyond those angles generally taken in the literature on the theme which in most instances refer to diversity as based on gender, race and disadvantaged ethnic and minority groups. Additionally, the study brings to light the fact that diversities of knowledge and behavior are as beneficial for the development of projects. Furthermore, communication and the role of the project manager were raised as mitigating factors when it came to diversity. And, lastly, the conclusion arrived at was that project managers have similar discourses which correspond to the recommendation of the main project management manuals. These discourses and forms of expression are in most cases ready-made.

  6. Employee Perceptions of Their Organization's Level of Emergency Preparedness Following a Brief Workplace Emergency Planning Educational Presentation

    Directory of Open Access Journals (Sweden)

    Lauren A. Renschler

    2016-06-01

    Full Text Available A brief emergency planning educational presentation was taught during work hours to a convenience sample of employees of various workplaces in Northern Missouri, USA. Participants were familiarized with details about how an emergency plan is prepared by management and implemented by management-employee crisis management teams – focusing on both employee and management roles. They then applied the presentation information to assess their own organization’s emergency preparedness level. Participants possessed significantly (p < 0.05 higher perceptions of their organization’s level of emergency preparedness than non-participants. It is recommended that an assessment of organizational preparedness level supplement emergency planning educational presentations in order to immediately apply the material covered and encourage employees to become more involved in their organization’s emergency planning and response. Educational strategies that involve management-employee collaboration in activities tailored to each workplace’s operations and risk level for emergencies should be implemented.

  7. HOW TO IMPROVE EMPLOYEE MOTIVATION AND GROUP PERFORMANCE THROUGH LEADERSHIP – CONCEPTUAL MODEL

    Directory of Open Access Journals (Sweden)

    Tebeian Adriana

    2012-07-01

    Full Text Available We live times of intense change, due to fast technological development, when information and knowledge are certain factors of power. Organizations today must not underestimate the importance of capable employees, owners of these great factors like information and knowledge. The key to success, as many organizations have shown, is, of course a mix of attributes, but one of much importance stands in the quality of employees and their performance. How to motivate and keep such employees is a real challenge in the actual business world. Employee fluctuation is a big risk, because it brings many losses: loss of expertise, of know-how, of time, it breaks relationships and teams. One solution to this problem is creating a good and attractive environment, so that employees are motivated enough to bring up the best in them and rise their performance to a high level. The main objective of this study is to present a new approach in motivating employees and raising their performance. In this approach, the leader is the main pawn, the generator and sustainer of a healthy environment. By reviewing the literature and the most recent works in this domain, two styles of leadership come into focus: transformational and servant leadership. Both are relatively new concepts, with common but also different attributes, and both having the same final goal: performance, but through a different approach. Based on a vast literature research, the conceptual model was built, considering the main attributes of the two leadership styles, their impact on motivational factors, their influence on job satisfaction and ultimately on team performance. The intermediary results of the research sustain the conceptual framework and main hypothesis of the study. One important contribution of this research is introducing elements of servant leadership together with transformational leadership in the empirical research and also creating an overall conceptual framework which can be applied

  8. The implementation of Just In Time manufacturing through team leaders

    OpenAIRE

    Carr, P. D.

    1995-01-01

    This thesis examines the implementation of Just In Time manufacturing through team leaders. Western industry has failed to achieve the performance benefits experienced in Japan with the introduction of Just In Time, a manufacturing system based on the relentless elimination of waste. Criticism is emerging of the experience of employees of Just In Time. It is argued that stress levels are high and motivation is low. However, Just In Time relies on a new, more active, role for em...

  9. Team Work in International Programs: Why is it so difficult?

    DEFF Research Database (Denmark)

    Lauridsen, Karen M.; Madsen, Henning

    intercultural collaboration. The issues that arise seem to be grounded in linguistic, cultural and educational factors. This paper reports on and discusses a study of student responses to intercultural collaboration (in English) in two programmes at Aarhus University, Denmark. One conclusion...... is that the international students are more prepared to work in multicultural teams than their Danish peers. Another one tells us that once students have experience with the diversity of these teams, at least some of them become more open towards working in such teams in the future. It is interesting to discuss......Team Work in International Programs: Why is it so difficult? And what can we do about it? It is common knowledge that students often find it difficult to collaborate on assignments, projects, etc., but we require that they do so for a number of reasons, e.g. to learn how to work in teams or take...

  10. An Analysis of the Impact of Total Quality Management on Employee Performance with mediating role of Process Innovation

    Science.gov (United States)

    Nadia Dedy, Aimie; Zakuan, Norhayati; Zaleha Omain, Siti; Rahim, Kamaruzzaman Abdul; Ariff, Mohd Shoki Md; Sulaiman, Zuraidah; Zameri Mat Saman, Muhamad

    2016-05-01

    TQM practices are important to provide customer satisfaction by improved product performance and sustained towards the organizational goal. The objective of this study was to analyse the relationship between TQM practices, process innovation and employee performance. In this study, six critical success factors of TQM have been identified namely customer focus, leadership, training, teamwork, communication, and top management. Based on thorough literature review, employee performances have been measured by two constructs which are job satisfaction and workplace environment. The study used methodology of quantitative approach. The questionnaires for this study were randomly distributed to 102 employees in the selected car manufacturer companies. The respondents were choosing from management team, supervisor, technician and others worker. Results of the study support the proposed hypotheses that there are significant relationship between TQM practices, process innovation and employee performance.

  11. Team performance in the Italian NHS: the role of reflexivity.

    Science.gov (United States)

    Urbini, Flavio; Callea, Antonino; Chirumbolo, Antonio; Talamo, Alessandra; Ingusci, Emanuela; Ciavolino, Enrico

    2018-04-09

    Purpose The purpose of this paper is twofold: first, to investigate the goodness of the input-process-output (IPO) model in order to evaluate work team performance within the Italian National Health Care System (NHS); and second, to test the mediating role of reflexivity as an overarching process factor between input and output. Design/methodology/approach The Italian version of the Aston Team Performance Inventory was administered to 351 employees working in teams in the Italian NHS. Mediation analyses with latent variables were performed via structural equation modeling (SEM); the significance of total, direct, and indirect effect was tested via bootstrapping. Findings Underpinned by the IPO framework, the results of SEM supported mediational hypotheses. First, the application of the IPO model in the Italian NHS showed adequate fit indices, showing that the process mediates the relationship between input and output factors. Second, reflexivity mediated the relationship between input and output, influencing some aspects of team performance. Practical implications The results provide useful information for HRM policies improving process dimensions of the IPO model via the mediating role of reflexivity as a key role in team performance. Originality/value This study is one of a limited number of studies that applied the IPO model in the Italian NHS. Moreover, no study has yet examined the role of reflexivity as a mediator between input and output factors in the IPO model.

  12. Gender diversity, R&D teams and patents: An application to Spanish firms

    OpenAIRE

    Segarra Blasco, Agustí, 1958-; Teruel, Mercedes

    2018-01-01

    Previous results show that gender diversity increases the probability that firms invest in R&D and engage in innovation. This paper explores the relationship between gender diversity of R&D departments and their capacity to patent. Based on the Spanish Community Innovation Survey between 2004 and 2014, we apply a two-step procedure in order to control for endogeneity. Although gender diversity affects OEPM patents negatively, its impact is non-significant for patents with international covera...

  13. Better together : antecedents and consequences of perceived expertise dissimilarity and perceived expertise complementarity in teams

    NARCIS (Netherlands)

    Oosterhof, Aad

    2008-01-01

    Owing to the growing application of diverse teams in today’s organizations, understanding how intrateam differences influence the functioning of teams has become a major topic of interest in social and organizational psychology. The conventional focus of research has been to investigate how the

  14. Personality characteristics and workplace trust of majority and minority employees in the Netherlands

    NARCIS (Netherlands)

    Wohrle, Joachim; van Oudenhoven, Joannes; Otten, Sabine; van der Zee, Karen I.

    2015-01-01

    The workforce of the Netherlands and other countries is becoming increasingly culturally diverse. Nevertheless, there is a lack of research specifically investigating differences between majority and minority employees' experiences at the workplace. Particularly comparisons between minority

  15. Leadership in diversity.

    Science.gov (United States)

    Hunt, P L

    1994-12-01

    As principal change agents, healthcare leaders are well positioned to integrate diversity into their institutions' organizational structure. Thus healthcare leaders must be competent in handling diversity issues. Diversity refers to any characteristic that helps shape a person's attitudes, behaviors, perspective, and interpretation of what is "normal." In the healthcare ministry, diversity encompasses the cultural differences that can be found across functions or among organizations when they merge or partner. Managers and supervisors will have to be familiar with the nuances of diversity if they are to be effective. Those managers who are not adept at incorporating diversity into human resource management may incorrectly evaluate subordinates' capabilities and provide inappropriate training or supervision. As a result, some employees may be underutilized. Others may resist needed direction, overlook instructions, or hide problems such as a language barrier. If executives, marketers, and strategic planners are to develop relevant healthcare services that take into account the needs of their constituencies, they will need to determine how different groups understand and access healthcare. Healthcare leaders who know how to uncover cultural dynamics and challenge cultural assumptions will go far in enabling their staff and managers to confront personal attitudes about community residents. Ultimately, quality of service delivery will be improved.

  16. Employee motivation development opportunities seeking to reduce employee turnover

    OpenAIRE

    Pilukienė, Laura; Kšivickaitė, Gertūda

    2014-01-01

    In this article, the authors analyse one of the main nowadays human resources problem – growing employee turnover. Employee motivation process is analysed as a key competitive advantage in employee retention that leads to the growth of the business company’s productivity and competitive stability. The main goal of the article is to analyse the employee motivation and employee turnover relationship and its development possibilities in Lithuania’s business sector.

  17. Work Engagament of Older Employees

    Directory of Open Access Journals (Sweden)

    Agnė Gaurylienė

    2017-06-01

    Full Text Available The aging of the labor force is observed in most developed and developing countries. The employment rate of older employees has been increasing every year and it appears to be not changed in the nearest future. The aging workforce is a serious challenge for organizations due to the prevailing stereotypical approach that older employees are less motivated, demonstrate lower labor productivity, they have more difficulties adopting new information, technologies and the lower ability to adapt to innovations. The aim of the paper is to investigate the impact of the work characteristics on the involvement in the work, the influence of employee’s characteristics on the work engagement, the influence of age and related factors on the involvement in the work and the relationship between age and achievements. The research is based on the analysis and synthesis of scientific literature, investigating to reveal the diversity of the concepts and methodologies and to systematize prevailing issues. The paper integrates the main researches in the field of older employees’ engagement and provides recommendations for future research.

  18. Perfecting Scientists' Collaboration and Problem-Solving Skills in the Virtual Team Environment

    Science.gov (United States)

    Jabro, A.; Jabro, J.

    2012-04-01

    PPerfecting Scientists' Collaboration and Problem-Solving Skills in the Virtual Team Environment Numerous factors have contributed to the proliferation of conducting work in virtual teams at the domestic, national, and global levels: innovations in technology, critical developments in software, co-located research partners and diverse funding sources, dynamic economic and political environments, and a changing workforce. Today's scientists must be prepared to not only perform work in the virtual team environment, but to work effectively and efficiently despite physical and cultural barriers. Research supports that students who have been exposed to virtual team experiences are desirable in the professional and academic arenas. Research supports establishing and maintaining established protocols for communication behavior prior to task discussion provides for successful team outcomes. Research conducted on graduate and undergraduate virtual teams' behaviors led to the development of successful pedagogic practices and assessment strategies.

  19. When Teams Fail to Self-Regulate: Predictors and Outcomes of Team Procrastination Among Debating Teams.

    Science.gov (United States)

    Van Hooft, Edwin A J; Van Mierlo, Heleen

    2018-01-01

    Models of team development have indicated that teams typically engage in task delay during the first stages of the team's life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The present study introduces the concept of team procrastination as a lens through which we can examine whether teams collectively engage in unplanned, voluntary, and irrational delay of team tasks. Based on theory and research on self-regulation, team processes, and team motivation we developed a conceptual multilevel model of predictors and outcomes of team procrastination. In a sample of 209 student debating teams, we investigated whether and why teams engage in collective procrastination as a team, and what consequences team procrastination has in terms of team member well-being and team performance. The results supported the existence of team procrastination as a team-level construct that has some stability over time. The teams' composition in terms of individual-level trait procrastination, as well as the teams' motivational states (i.e., team learning goal orientation, team performance-approach goal orientation in interaction with team efficacy) predicted team procrastination. Team procrastination related positively to team members' stress levels, especially for those low on trait procrastination. Furthermore, team procrastination had an indirect negative relationship with team performance, through teams' collective stress levels. These findings add to the theoretical understanding of self-regulatory processes of teams, and highlight the practical importance of paying attention to team-level states and processes such as team goal orientation and team procrastination.

  20. Multiplex network analysis of employee performance and employee social relationships

    Science.gov (United States)

    Cai, Meng; Wang, Wei; Cui, Ying; Stanley, H. Eugene

    2018-01-01

    In human resource management, employee performance is strongly affected by both formal and informal employee networks. Most previous research on employee performance has focused on monolayer networks that can represent only single categories of employee social relationships. We study employee performance by taking into account the entire multiplex structure of underlying employee social networks. We collect three datasets consisting of five different employee relationship categories in three firms, and predict employee performance using degree centrality and eigenvector centrality in a superimposed multiplex network (SMN) and an unfolded multiplex network (UMN). We use a quadratic assignment procedure (QAP) analysis and a regression analysis to demonstrate that the different categories of relationship are mutually embedded and that the strength of their impact on employee performance differs. We also use weighted/unweighted SMN/UMN to measure the predictive accuracy of this approach and find that employees with high centrality in a weighted UMN are more likely to perform well. Our results shed new light on how social structures affect employee performance.

  1. A nursing career lattice pilot program to promote racial/ethnic diversity in the nursing workforce.

    Science.gov (United States)

    Sporing, Eileen; Avalon, Earlene; Brostoff, Marcie

    2012-03-01

    The nursing career lattice program (NCLP) at Children's Hospital Boston has provided employees with social, educational, and financial assistance as they begin or advance their nursing careers. At the conclusion of a pilot phase, 35% of employees in the NCLP were enrolled in nursing school and 15% completed nursing school. The NCLP exemplifies how a workforce diversity initiative can lead to outcomes that support and sustain a culture rich in diversity and perpetuate excellence in nursing in one organization.

  2. Diversity and inclusion as indicators of sustainable human ...

    African Journals Online (AJOL)

    and good service. Changes in ... that organises good working conditions and perspective for employees. ..... training to raise awareness for diversity and inclusion at an early stage ... its product/service offers as well as marketing and customer.

  3. The experience and effect of team sport in a migrant culture

    DEFF Research Database (Denmark)

    Ryom, Knud; Stelter, Reinhard

    The experience and effect of team sport in a migrant culture Knud Ryom, Reinhard Stelter University of Copenhagen, Denmark Boys with migrant background have major difficulties to adjust and participate in the Danish school system and society (OECD,2010). This study aimed to investigate the possible...... effects of team sport as a social tool, used to develop social capability, identity and active citizenship in an area with major social challenges in Denmark. A team sport (football) was chosen because of positive results in social integration for individuals with a diverse cultural background...... in an area with major social challenges. Research implications will be discussed at the symposium. The experience and effect of team sport in a migrant culture. Available from: https://www.researchgate.net/publication/278674530_The_experience_and_effect_of_team_sport_in_a_migrant_culture [accessed Sep 15...

  4. Are Empowered Employees More Proactive? The Contingency of How They Evaluate Their Leader.

    Science.gov (United States)

    Yin, Kui; Xing, Lu; Li, Can; Guo, Yungui

    2017-01-01

    Finding ways to enhance employee proactive behavior is a focal concern for academics and practitioners. Previous studies have found a positive association between empowering leadership and proactive behavior (Martin et al., 2013; Li et al., 2017). However, these studies lack elaboration on mechanisms and do not rule out the effect of employees' proactive personality during empirical testing. We investigate empowering leadership from individual perspective due to the variation of empowerment levels even in the same team. Our research proposes a more elaborated theoretical model that explains why, and when, empowering leadership might promote employee proactive behavior. Specifically, we examine mediating mechanisms based on social cognitive theory and propose trust in leader competency as boundary condition. Using a sample of 280 leader-follower dyads from a large state-owned Chinese company, our results revealed that (1) empowering leadership was positively related to proactive behavior, with role breadth self-efficacy acting as a mediator for this relationship; (2) employees' trust in leader competency moderated both the empowering leadership-subordinate proactive behavior relationship and the mediating effect of role breadth self-efficacy, such that the empowering leadership-subordinate proactive behavior relationship was weaker, and the mediating effect of role breadth self-efficacy was stronger, for employees with high levels of trust in leader competency.

  5. Below the Salary Line: Employee Engagement of Non-Salaried Employees

    Science.gov (United States)

    Shuck, Brad; Albornoz, Carlos

    2007-01-01

    This exploratory empirical phenomological study looks at employee engagement using Kahn (1990) and Maslow's (1970) motivational theories to understand the experience of non-salaried employees. This study finds four themes that seem to affect employee engagement: work environment, employee's supervisor, individual characteristics of the employee,…

  6. We are diverse but belonging to the same team: an empirical study on the relationship between diversity and identification

    Directory of Open Access Journals (Sweden)

    Beatrice Venturini

    2015-01-01

    Full Text Available The present study aims to highlights the role of work group culture and gender diversity on work group functioning. Gender diversity is an aspect of organizational life and research on the effect of workgroup composition has yielded ambiguous results. The categorization elaboration model (van Knippenberg, De Dreu & Homan, 2004 addresses this issue and suggests examining factors influencing the relationship between work group diversity and work group functioning. The present study proposes that the group gender diversity affects group identification and that this effect is contingent on group norms. 18 work groups in an information technology enterprise were involved. Results confirmed the hypothesis. Theoretical and practical implications are discussed.

  7. Power, politics, and top management team characteristics: do they matter?

    Science.gov (United States)

    Gerowitz, M B

    1998-01-01

    This study assesses the contributions of the leader power and top management team characteristics to perceived strategic capability. Low age heterogeneity and low tenure heterogeneity were found to have a positive association with perceived adaptability. High diversity in educational specialization was also found to be positively associated with adaptability. Top management perceptions of CEO power were, however, lower among high adaptors. Implications for leadership research, senior management recruitment, and the design of management development for top management teams are discussed.

  8. Employee Selection Process: Integrating Employee Needs and Employer Motivators.

    Science.gov (United States)

    Carroll, Brian J.

    1989-01-01

    Offers suggestions for managers relative to the employee selection process, focusing on the identification of a potential employee's needs and the employer's motivators that affect employee productivity. Discusses the use of a preemployment survey and offers a questionnaire that allows matching of the employee's needs with employment…

  9. A Project Team Analysis Using Tuckman's Model of Small-Group Development.

    Science.gov (United States)

    Natvig, Deborah; Stark, Nancy L

    2016-12-01

    Concerns about equitable workloads for nursing faculty have been well documented, yet a standardized system for workload management does not exist. A project team was challenged to establish an academic workload management system when two dissimilar universities were consolidated. Tuckman's model of small-group development was used as the framework for the analysis of processes and effectiveness of a workload project team. Agendas, notes, and meeting minutes were used as the primary sources of information. Analysis revealed the challenges the team encountered. Utilization of a team charter was an effective tool in guiding the team to become a highly productive group. Lessons learned from the analysis are discussed. Guiding a diverse group into a highly productive team is complex. The use of Tuckman's model of small-group development provided a systematic mechanism to review and understand group processes and tasks. [J Nurs Educ. 2016;55(12):675-681.]. Copyright 2016, SLACK Incorporated.

  10. Employees as Customers: Exploring Service Climate, Employee Patronage, and Turnover

    Science.gov (United States)

    Abston, Kristie A.; Kupritz, Virginia W.

    2011-01-01

    The role of retail employees as customers was explored by quantitatively examining the influence of service climate and employee patronage on employee turnover intentions. Employees representing all shifts in two stores of a national retailer participated. Results indicated that employee patronage partially mediates the effects of service climate…

  11. THE EFFECTS OF THE ORGANIZATIONAL CULTURE ON DIVERSITY

    Directory of Open Access Journals (Sweden)

    Hakan Sezerel

    2016-12-01

    Full Text Available The success of diversity management practices relies on the combination of a series of variables properly. The relevant literature suggests that diversity management is highly depended on an adequate organizational culture. Thus, a research model that proposes that organizational culture has impact on diversity management perceptions of employees. There are two data sets in this research. The independent variable of the research is organizational culture and the dependent variable of the research is the level of diversity management perceptions. The research is adopted in quantitative method and the data collected via questionnaires. This research which is conducted in a hotel chain finds that the mission dimension of organizational culture impacts all three levels of diversity management.

  12. Prevalence of workplace bullying of South African employees

    OpenAIRE

    Leanri Cunniff; Karina Mostert

    2012-01-01

    Orientation: Workplace bullying has negative physical and psychological effects on employees and several negative effects on organisations. Research purpose: The purpose of the research was to determine the prevalence of workplace bullying in South Africa and whether there are differences in employees’ experiences of bullying with regard to socio-demographic characteristics, sense of coherence (SOC) and diversity experiences. Motivation for the study: This study intended to draw a...

  13. Every team needs a coach: Training for interprofessional clinical placements.

    Science.gov (United States)

    Grymonpre, Ruby; Bowman, Susan; Rippin-Sisler, Cathy; Klaasen, Kathleen; Bapuji, Sunita B; Norrie, Ola; Metge, Colleen

    2016-09-01

    Despite growing awareness of the benefits of interprofessional education and interprofessional collaboration (IPC), understanding how teams successfully transition to IPC is limited. Student exposure to interprofessional teams fosters the learners' integration and application of classroom-based interprofessional theory to practice. A further benefit might be reinforcing the value of IPC to members of the mentoring team and strengthening their IPC. The research question for this study was: Does training in IPC and clinical team facilitation and mentorship of pre-licensure learners during interprofessional clinical placements improve the mentoring teams' collaborative working relationships compared to control teams? Statistical analyses included repeated time analysis multivariate analysis of variance (MANOVA). Teams on four clinical units participated in the project. Impact on intervention teams pre- versus post-interprofessional clinical placement was modest with only the Cost of Team score of the Attitudes Towards Healthcare Team Scale improving relative to controls (p = 0.059) although reflective evaluations by intervention team members noted many perceived benefits of interprofessional clinical placements. The significantly higher group scores for control teams (geriatric and palliative care) on three of four subscales of the Assessment of Interprofessional Team Collaboration Scale underscore our need to better understand the unique features within geriatric and palliative care settings that foster superior IPC and to recognise that the transition to IPC likely requires a more diverse intervention than the interprofessional clinical placement experience implemented in this study. More recently, it is encouraging to see the development of innovative tools that use an evidence-based, multi-dimensional approach to support teams in their transition to IPC.

  14. Employee retention within the Information Technology Division of a South African Bank

    Directory of Open Access Journals (Sweden)

    Joy Mohlala

    2012-05-01

    Research purpose: To understand the challenges faced by the bank’s information technology leadership team to retain employees. Motivation for the study: To understand the challenges faced in attracting and retaining information technology professionals, and how this can serve as input for reducing skills shortages in Information Technology Divisions. Research design, approach and method: An interpretive approach employing a case study strategy and qualitative methods was employed. Semi structured interviews were conducted with thirteen senior managers and four directors of the bank’s Information Technology Division, who were selected on a purposive basis. Data were subjected to Creswell’s four stage data analysis process. Main findings: Findings indicate that employee turnover is the main contributor of skills shortages within the studied division. The lack of a retention strategy is making it difficult for leadership to identify crucial skills that must be retained. Practical/managerial implications: Evidence suggests that this bank, although they would like to retain information technology professionals, is not creating an environment conducive to do this, as little attention is paid to the unique demands of this group of employees. Contribution/value-add: This study investigates a specific group of employees for which a unique retention strategy does not exist. In understanding the challenges that impact on attracting and retaining information technology professionals, this study can contribute to the development of a retention strategy for these employees.

  15. Organizational and Managerial Outcomes of a Cultural Diversity Training Program

    OpenAIRE

    Romanski-Livingston, Linda G.

    1998-01-01

    Workforce parity among cultural groups in America has been an unobtainable goal for years. The present diversity in our society dictates a new mandate for majority managers in their approach toward working beside and supervising these cultural groups. In order to achieve full inclusion and reach their fullest potential many employees, minorities and women, in these cultural groups, along with managers, are attending or participating in diversity training classes. Although diversity has sev...

  16. Linguistic Diversity in the International Workplace: Language Ideologies and Processes of Exclusion

    Science.gov (United States)

    Lønsmann, Dorte

    2014-01-01

    This article draws on a study of language choice and language ideologies in an international company in Denmark. It focuses on the linguistic and social challenges that are related to the diversity of language competences among employees in the modern workplace. Research on multilingualism at work has shown that employees may be excluded from…

  17. Gender Diversity in Top Management and Financial Performance. The Role of Organizational Structure

    DEFF Research Database (Denmark)

    Opstrup, Niels; Villadsen, Anders Ryom

    and financial performance of public organizations. Theory suggests that management diversity can be a positive asset for organizations. It may allow for the use of more diverse knowledge and human skill sets. In this paper it is suggested that organizations, however, may only be able to leverage...... these advantages if they have a supporting management structure. In a longitudinal study of top management teams in Danish municipalities, the study finds top management team gender diversity to be associated with higher financial performance but only in municipalities with a management structure that supports...

  18. Evaluation by employees of employee management on large US dairy farms.

    Science.gov (United States)

    Durst, Phillip T; Moore, Stanley J; Ritter, Caroline; Barkema, Herman W

    2018-05-23

    Employees, many of whom are not native English speakers, perform the majority of work on large US dairy farms. Although management of employees is a critical role of dairy owners and managers, factors that improve employee engagement and retention are not well known. Objectives were to (1) identify key dairy farm employee management issues based on employee perceptions, (2) evaluate strengths and weaknesses of farms based on employee responses, (3) investigate differences between Latino and English-speaking employees, and (4) investigate differences in perception between employers and employees. Employees from 12 US dairy farms (each with a minimum of 10 employees) were interviewed by phone following a questionnaire provided. Employees provided their responses to 21 Likert scale questions and 8 open-ended questions. There was a wide range in employee turnover among farms (100%). Latino employees had much shorter tenure and were more often employed in milking and livestock care than English-speaking employees. Employee perceptions differed among farms regarding whether they would recommend their farm as a place to work, teamwork within the dairy, whether rules were fairly applied, availability of tools and equipment, clear lines of supervision, and recognition for good work in the previous 15 d. Latino employees (n = 91) were more positive in many of these measures than their English-speaking counterparts (n = 77) but less often provided ideas to their employer on how to improve the business. Employers, surveyed on how they thought their employees would answer, underestimated employee responses on several questions, particularly the interest of employees in learning about dairy. When asked to cite 3 goals of the operation, there were differences among owners, managers, and employees. Although employees rated their commitment to the farm and their interest in learning as high, based on turnover, there was an obvious disparity between reality and ideal employee

  19. Employee assistance program evaluation. Employee perceptions, awareness, and utilization.

    Science.gov (United States)

    Moore, T

    1989-12-01

    Periodic evaluation is necessary to maintain a quality employee assistance program. This survey was undertaken to determine employee awareness of the existing EAP and their satisfaction with the program. Likewise, the survey allowed for employee input on areas of the program they had concerns with that may have caused hesitancy in further use of the program. The survey not only documents to management that the program is of value to employees and identifies areas where changes may be focused in the future to meet employee needs, but actually serves as a communication tool in itself as a reminder of the availability of the Employee Assistance Program.

  20. Virtual Leadership: The Influence of Transformational Leadership Style on Employee Satisfaction at the Defense Contract Management Agency

    Science.gov (United States)

    Johnson, Kevin A.

    2012-01-01

    The purpose of this quantitative correlational study was to examine the possible relationship between transformational leadership style behaviors and the influence it had on employee satisfaction. The information presented in this study involved virtual team members at the Defense Contract Management Agency, Navy Special Emphasis Operations. The…

  1. The Influence of Employee Engagement, Workplace Recreation and Workplace Diversity on Employee Productivity at PT. Wenang Permai Sentosa Manado

    OpenAIRE

    Kumambong, Novita Regina; Pangemanan, Sifrid S; AlfaTumbuan, Willem J.F

    2016-01-01

    Each company always want to have employees with a highly performance or productivity when work and also have ability to support company for a good performance to achieve the goal. More productivity means more outcomes, more outcomes mean more revenue, and having more revenue guaranteed the sustainability of the business. PT. Wenang Permai Sentosa is a "sister company" or subsidiary of AKR, Tbk, go-public company in Jakarta, that has contributed greatly to the development of business in Indone...

  2. When Teams Fail to Self-Regulate: Predictors and Outcomes of Team Procrastination Among Debating Teams

    Science.gov (United States)

    Van Hooft, Edwin A. J.; Van Mierlo, Heleen

    2018-01-01

    Models of team development have indicated that teams typically engage in task delay during the first stages of the team’s life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The present study introduces the concept of team procrastination as a lens through which we can examine whether teams collectively engage in unplanned, voluntary, and irrational delay of team tasks. Based on theory and research on self-regulation, team processes, and team motivation we developed a conceptual multilevel model of predictors and outcomes of team procrastination. In a sample of 209 student debating teams, we investigated whether and why teams engage in collective procrastination as a team, and what consequences team procrastination has in terms of team member well-being and team performance. The results supported the existence of team procrastination as a team-level construct that has some stability over time. The teams’ composition in terms of individual-level trait procrastination, as well as the teams’ motivational states (i.e., team learning goal orientation, team performance-approach goal orientation in interaction with team efficacy) predicted team procrastination. Team procrastination related positively to team members’ stress levels, especially for those low on trait procrastination. Furthermore, team procrastination had an indirect negative relationship with team performance, through teams’ collective stress levels. These findings add to the theoretical understanding of self-regulatory processes of teams, and highlight the practical importance of paying attention to team-level states and processes such as team goal orientation and team procrastination. PMID:29674991

  3. When Teams Fail to Self-Regulate: Predictors and Outcomes of Team Procrastination Among Debating Teams

    Directory of Open Access Journals (Sweden)

    Edwin A. J. Van Hooft

    2018-04-01

    Full Text Available Models of team development have indicated that teams typically engage in task delay during the first stages of the team’s life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The present study introduces the concept of team procrastination as a lens through which we can examine whether teams collectively engage in unplanned, voluntary, and irrational delay of team tasks. Based on theory and research on self-regulation, team processes, and team motivation we developed a conceptual multilevel model of predictors and outcomes of team procrastination. In a sample of 209 student debating teams, we investigated whether and why teams engage in collective procrastination as a team, and what consequences team procrastination has in terms of team member well-being and team performance. The results supported the existence of team procrastination as a team-level construct that has some stability over time. The teams’ composition in terms of individual-level trait procrastination, as well as the teams’ motivational states (i.e., team learning goal orientation, team performance-approach goal orientation in interaction with team efficacy predicted team procrastination. Team procrastination related positively to team members’ stress levels, especially for those low on trait procrastination. Furthermore, team procrastination had an indirect negative relationship with team performance, through teams’ collective stress levels. These findings add to the theoretical understanding of self-regulatory processes of teams, and highlight the practical importance of paying attention to team-level states and processes such as team goal orientation and team procrastination.

  4. Team Learning and Team Composition in Nursing

    Science.gov (United States)

    Timmermans, Olaf; Van Linge, Roland; Van Petegem, Peter; Elseviers, Monique; Denekens, Joke

    2011-01-01

    Purpose: This study aims to explore team learning activities in nursing teams and to test the effect of team composition on team learning to extend conceptually an initial model of team learning and to examine empirically a new model of ambidextrous team learning in nursing. Design/methodology/approach: Quantitative research utilising exploratory…

  5. Spanish adaptation of the internal functioning of the Work Teams Scale (QFI-22).

    Science.gov (United States)

    Ficapal-Cusí, Pilar; Boada-Grau, Joan; Torrent-Sellens, Joan; Vigil-Colet, Andreu

    2014-05-01

    The aim of this article is to develop the Spanish adaptation of the internal functioning of Work Teams Scale (QFI-22). The scale was adapted from the French version, and was applied to a sample of 1,055 employees working for firms operating in Spain. The article analyses the internal structure (exploratory and confirmatory factor analysis) and internal consistency, and provides convergent validity evidence of the scale. The QFI-22 scale shows the same internal structure as the original. Factor analysis confirmed the existence of two factors: interpersonal support and team work management, with good internal consistency coefficients (α1 = .93, α2 = .92). Regarding validity evidence, the QFI-22 scale has significant correlations with other correlates and alternative scales used for comparison purposes. The two factors correlated positively with team vision, participation safety, task orientation and support for innovation (Team Climate Inventory, TCI scale), with progressive culture (Organisational Culture, X-Y scale), and with creating change, customer focus and organisational learning (Denison Organizational Culture Survey, DOCS scale). In contrast, the two factors correlated negatively with traditional culture (X-Y scale). The QFI-22 scale is a useful instrument for assessing the internal functioning of work teams.

  6. Team sport in organisations: the Development of a scale

    Directory of Open Access Journals (Sweden)

    YT Joubert

    2014-01-01

    Full Text Available The purpose of this study was to develop an organisational team sport scale (OTSS. A series of projects was undertaken before the development of this organisational team sport scale. The initial phase, which consisted of a qualitative study, was done to get an in-depth understanding of how employees perceive organisational team sport interventions in their organisations through focus group interviews and individual interviews (n = 72 and through the literature review. In phase 2, information obtained from phase 1 was used to develop a scale which consisted of 53 items. In phase 3, a total of 209 respondents completed the scale. The number of items was reduced to 52 through principal component analyses and a five-factor structure was suggested. The final version of the OTSS contains 52 items that assess coping skills or achieve goals, relationships among participants, physical activity and health, benefits of sport for the organisation and work/life balance. Specific issues with regard to the five-factor structure are discussed and suggestions for future research are made. The findings of this study will contribute valuable new knowledge to the literature on the development of the OTSS.

  7. The Research of Self-Management Team and Superior-Direction Team in Team Learning Influential Factors

    OpenAIRE

    Zhang Wei

    2013-01-01

    Team learning is a cure for bureaucracy; it facilitates team innovation and team performance. But team learning occurs only when necessary conditions were met. This research focused on differences of team learning influential factors between self-management team and superior-direction team. Four variables were chosen as predictors of team learning though literature review and pilot interview. The 4 variables are team motivation, team trust, team conflict and team leadership. Selected 54 self ...

  8. The impact of team familiarity and team leader experience on team coordination errors: A panel analysis of professional basketball teams

    NARCIS (Netherlands)

    Sieweke, Jost; Zhao, B.

    2015-01-01

    To explore the dynamics involved in team coordination, we examine the impact of team familiarity and team leader experience on team coordination errors (TCEs). We argue that team familiarity has a U-shaped effect on TCEs. We study the moderating effects of team leader prior experience and team

  9. Safety in the c-suite: How chief executive officers influence organizational safety climate and employee injuries.

    Science.gov (United States)

    Tucker, Sean; Ogunfowora, Babatunde; Ehr, Dayle

    2016-09-01

    According to social learning theory, powerful and high status individuals can significantly influence the behaviors of others. In this paper, we propose that chief executive officers (CEOs) indirectly impact frontline injuries through the collective social learning experiences and effort of different groups of organizational actors-including members of the top management team (TMT), organizational supervisors, and frontline employees. We found support for our collective social learning model using data from 2,714 frontline employees, 1,398 supervisors, and 229 members of TMTs in 54 organizations. TMT members' experiences within a CEO-driven TMT safety climate was positively related to organizational supervisors' reports of the broader organizational safety climate and their subsequent collective support for safety (reported by frontline employees). In turn, supervisory support for safety was associated with fewer employee injuries at the individual level. We discuss the theoretical and practical implications of these findings for workplace safety research and practice. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

  10. The organization of working hours of selected employee categories in Czech businesses

    Directory of Open Access Journals (Sweden)

    Urbancová Hana

    2016-01-01

    Full Text Available In the current dynamic working environment, the adaptation of working hours is an important instrument for supporting the work and performance of all groups of employees. It also serves as an instrument that encourages their identification with the company. The aim of this article is to identify and evaluate the utilization of individual methods of work organization among selected groups of employees in Czech companies across the gamut of the business sector. The analysed data comes from a quantitative questionnairebased survey (n=315. The results show that in the Czech companies, flexitime is most frequent among regular employees (51.7% and graduates up to 30 years old (24.1%. A reduced work schedule is most frequently used by mothers with children and senior citizens (41.3%, 27% and as part-time work among students (41%. The use of flexible working hours is an instrument of diversity management and builds the company brand through enlisting the cooperation of different groups of employees.

  11. Exploring the impact of toxic attitudes and a toxic environment on the veterinary healthcare team

    Directory of Open Access Journals (Sweden)

    Irene eMoore

    2015-12-01

    Full Text Available AbstractThe objective of this qualitative study was to compare veterinarians’ and Registered Veterinary Technicians’ (RVT’s perceptions of the veterinary health care team with respect to the impact of toxic attitudes and a toxic environment. Focus group interviews using a semi-structured interview guide and follow up probes were held with 4 veterinarian groups (23 companion animal veterinarians and 4 Registered Veterinary Technician groups (26 RVTs. Thematic analysis of the discussions indicated both veterinarian and RVT participants felt team members with toxic attitudes negatively impacted veterinary team function. These attitudes included people being disrespectful, being resistant to change, always wanting to be the go to person, avoiding conflict, and lacking motivation. When conflict was ignored, or when people with toxic attitudes were not addressed, a toxic environment often resulted. A toxic environment sometimes manifested when broken communication and tension between staff members occurred as a result of employees lacking confidence, skills, or knowledge not being managed properly. It also occurred when employees did not feel appreciated, when there was difficulty coping with turnover, and when there were conflicting demands.The presence of people with a toxic attitude was a source of frustration for both veterinarian and RVT participants. Prompt and consistent attention to negative behaviors is recommended to reduce the development of a toxic environment.

  12. Nursing recruitment: relationship between perceived employer image and nursing employees' recommendations.

    Science.gov (United States)

    Van Hoye, Greet

    2008-08-01

    This paper is a report of a study to examine the relationship between nursing employees' perceptions of instrumental and symbolic dimensions of employer image on the one hand and their intentions to recommend their organization as an employer and their willingness to testify in their organization's recruitment materials on the other. Previous research suggests that word-of-mouth recommendations by current nursing employees can enhance healthcare organizations' attractiveness as an employer for potential applicants. However, it is not known what motivates employees to provide positive word-of-mouth comments and to endorse their employer in recruitment testimonials. The instrumental-symbolic framework was applied to identify relevant dimensions of perceived employer image that might relate to employee recommendations. A questionnaire was administered in 2006 to 106 nurses and nursing aides from four non-profit nursing homes in Belgium. The response rate was 55%. Overall, nursing employees were more willing to recommend their nursing home to others than to testify in recruitment materials. Both instrumental and symbolic employer image dimensions predicted nursing employees' recommendation intentions. Conversely, willingness to testify was only predicted by symbolic image dimensions. Specifically, the more the nursing employees perceived that their nursing home offers task diversity, offers the possibility to help people and is prestigious, the more they intended to recommend their organization to others. The more they perceived their nursing home as competent, the higher were their recommendation intentions and their willingness to testify in recruitment communication. To increase nursing employees' willingness to recommend their employer to potential applicants, organizations should enhance their perceived employer image.

  13. Restraint reduction in a nursing home and its impact on employee attitudes.

    Science.gov (United States)

    Sundel, M; Garrett, R M; Horn, R D

    1994-04-01

    To reduce physical restraint use in a nursing home and increase employee support for the restraint-reduction program. A one-group pretest-posttest design with repeated measures was used to determine changes in restraint use with participants over a 14-month interval. All individuals employed at the nursing home were surveyed at two time periods to determine their opinions on restraint use. A 265-bed private, non-profit nursing home in Dallas, Texas. A restrained cohort of 170 residents with a mean age of 84 years; 84% were female. A total of 182 employees participated in the first survey and 209 in the second. Formation of a project team that planned and supervised restraint removal. Inservice training on restraint use was conducted for all employees. Type and frequency of restraint use among the restrained cohort at four evaluation points within a 14-month interval. The frequency of restraint use in the nursing home population was also recorded. Survey measures included employee responses to a 16-item closed-end questionnaire before and after training. The mean number of restraints used with each resident in the restrained cohort decreased from 1.56 to 0.67. The number of residents on restraints in the nursing home was reduced during the course of the study (67.5% vs. 36.7%, P reduction program in a nursing home can produce positive results in terms of decreased restraint use and supportive employee attitudes. More practical alternatives to restraints need to be developed for application in the training of nursing home employees. Future studies on resident, employee, and family attitudes about restraint use are suggested.

  14. Religion, an obstacle to workplace spirituality and employee wellness?

    Directory of Open Access Journals (Sweden)

    Alan Bester

    2017-01-01

    Full Text Available A desperate need for employee wellness is echoed in work-related stories. Workplace spirituality is presented as an integral part of achieving and maintaining employee wellness. However, there is an observed gap of spirituality in employee wellness programmes and in the absence of the workplace spiritual helper in multidisciplinary wellness teams. Using a postfoundational notion of practical theology, I have explored one of the reasons for this gap, namely workplace spirituality�s association to religion. When spirituality is viewed through the lens of religion, it is overlooked as a vehicle of help. This is a consequence of the obstacles of the taboo of religious discussion, the complexity of religious plurality, the dominant voice of secularism and unhelpful religiosity. A proposal is made for a definition of spirituality that describes the relationship between spirituality and religion that overcomes the religionrelated obstacles to the development of workplace spirituality and so enable spirituality�s contribution in wellness.Intradisciplinary and/or interdisciplinary implications: The research includes an interdisciplinary collaboration with a Human Resource (HR manager, social worker, arts therapist, clinical pastoral counsellor, medical practitioner, psychologist, businessperson and two psychiatrists that underscores the collaborative effort in wellness. There is an intradisciplinary challenge to those who restrict the view of spirituality to the experience of religion.

  15. Facilitating Learning and Physical Change in Complex Systems through Employee Involvement

    DEFF Research Database (Denmark)

    Bjerrum, Eva; Dahl, Susanne

    In a Danish workplace an experiment with mobile seating was carried out. Instead of implementing a certain concept designed by the management team the process was facilitated as a user involvement process based on Stacey´s theory of complex responsive processes. Here providing alternative picture...... of the organisation challenged the discursive practice of the organisation and engaged employees in a process where they challenged each other’s accepted understandings of the organisation and of their work....

  16. TRENDS IN NON-FINANCIAL MOTIVATION POLICIES OF EMPLOYEES

    Directory of Open Access Journals (Sweden)

    Costin Alexandru PANAIT

    2018-05-01

    Full Text Available The main purpose of the paper is to identify the main non-financial motivation strategies, to emphasize their advantages and disadvantages, as well as to involve the management in achieving the motivational objectives within the organizations. Studies in the field have shown that there are a number of factors of great importance in motivating the staff that managers need to consider in improving the company's performance. Motivating human resources is not a simple process, it is complex and continuous and managers need to find the optimal mix for motivating and performance-oriented employee. Appropriate motivation of employees is the main purpose on which good management of a firm is based. Practice shows that poor leadership quality is the main cause of employee dissatisfaction that is unsatisfied with their work. Motivating staff means creating opportunities for individual and team goals, responsibility, recognition, reward, etc. Motivation implies the totality of the internal and external motives of the personality, which condition the transformation of its development potential into real and functional psychological structures and is in itself a complex and cumulative psychological system. Most reward processes are based on philosophies and reward strategies and contain policy and strategy arrangements and contain policy arrangements, principles, practices, structures and procedures that are designed and managed to deliver and maintain the types and adequate levels of benefits and other forms of reward.

  17. Exploring leadership and team communication within the organizational environment of a dental practice.

    Science.gov (United States)

    Chilcutt, Alexa Stough

    2009-10-01

    A lack of training in leadership and communication skills can place dentists at a disadvantage, leading to high degrees of staff-related stress and turnover. A dentist's leadership style directly affects an office's communication practices, and specific leadership behaviors affect the degree of team identity, interdependence and social distance (a measure of the influential power of team members). The author recruited 10 dental offices to take part in a study. Qualitative methods included in-depth interviews of one dentist, one senior staff member and one newer staff member from each office. The interview findings show that clear and definable relationships exist between leadership behaviors--hierarchical or team-oriented organizational perspectives, proactive or laissez-faire leadership styles, and autocratic or participative decision-making processes--and the team's communication practices. Decision-making processes directly affect the degree of team identification experienced by staff members, and conflict-management tactics affect team members' sense of interdependence and social distance. The findings of this study indicate that dentists should engage in participative decision-making processes that include staff members, thereby communicating their value to the practice and empowering employees. They also must become proactive in facilitating an environment that encourages collaboration and confrontation as healthy forms of conflict management. These leadership and communication behaviors are the most significant in creating a real rather than nominal team culture, which, in turn, leads to increased overall productivity, an enhanced level of services provided to patients and improved team member satisfaction.

  18. Mapping planetary caves with an autonomous, heterogeneous robot team

    Science.gov (United States)

    Husain, Ammar; Jones, Heather; Kannan, Balajee; Wong, Uland; Pimentel, Tiago; Tang, Sarah; Daftry, Shreyansh; Huber, Steven; Whittaker, William L.

    Caves on other planetary bodies offer sheltered habitat for future human explorers and numerous clues to a planet's past for scientists. While recent orbital imagery provides exciting new details about cave entrances on the Moon and Mars, the interiors of these caves are still unknown and not observable from orbit. Multi-robot teams offer unique solutions for exploration and modeling subsurface voids during precursor missions. Robot teams that are diverse in terms of size, mobility, sensing, and capability can provide great advantages, but this diversity, coupled with inherently distinct low-level behavior architectures, makes coordination a challenge. This paper presents a framework that consists of an autonomous frontier and capability-based task generator, a distributed market-based strategy for coordinating and allocating tasks to the different team members, and a communication paradigm for seamless interaction between the different robots in the system. Robots have different sensors, (in the representative robot team used for testing: 2D mapping sensors, 3D modeling sensors, or no exteroceptive sensors), and varying levels of mobility. Tasks are generated to explore, model, and take science samples. Based on an individual robot's capability and associated cost for executing a generated task, a robot is autonomously selected for task execution. The robots create coarse online maps and store collected data for high resolution offline modeling. The coordination approach has been field tested at a mock cave site with highly-unstructured natural terrain, as well as an outdoor patio area. Initial results are promising for applicability of the proposed multi-robot framework to exploration and modeling of planetary caves.

  19. Workplace Disability Diversity and Job-Related Well-Being in Britain: A WERS2004 Based Analysis

    OpenAIRE

    Haile, Getinet Astatike

    2009-01-01

    This paper attempts to establish empirically whether there is a link between workplace disability and employee job-related well-being. Using nationally representative linked employer-employee data for Britain, I employ alternative econometric techniques to account for unobserved workplace heterogeneity. I find that workplace disability diversity is associated with lower employee well-being among people with no reported disability. Tests conducted also indicate that workplace equality policies...

  20. The elusive effects of workplace diversity on innovation

    NARCIS (Netherlands)

    Ozgen, Ceren; Nijkamp, Peter; Poot, Jacques

    2017-01-01

    We investigate econometrically whether cultural diversity at the workplace boosts innovation. Our longitudinal linked employer-employee data combines two innovation surveys, with Dutch administrative, tax and regional data. We analyse the determinants of a firm's product and process innovations with

  1. Better team management--better team care?

    Science.gov (United States)

    Shelley, P; Powney, B

    1994-01-01

    Team building should not be a 'bolt-on' extra, it should be a well planned, integrated part of developing teams and assisting their leaders. When asked to facilitate team building by a group of NHS managers we developed a framework which enabled individual members of staff to become more effective in the way they communicated with each other, their teams and in turn within the organization. Facing the challenge posed by complex organizational changes, staff were able to use 3 training days to increase and develop their awareness of the principles of teamwork, better team management, and how a process of leadership and team building could help yield better patient care.

  2. Team responsibility structure and team performance

    NARCIS (Netherlands)

    Doorewaard, J.A.C.M.; Hootegem, G. van; Huys, R.

    2002-01-01

    The purpose is to analyse the impact of team responsibility (the division of job regulation tasks between team leader and team members) on team performance. It bases an analysis on 36 case studies in The Netherlands which are known to have implemented team‐based work. The case studies were executed

  3. 2003 Employee Attitude Survey: Analysis of Employee Comments

    Science.gov (United States)

    2005-06-01

    171 --- Reporting Allegations Abuse of MWE Complaint Process (Excessive Complaints) 191 --- Satisfaction with Employee Assistance Program ( EAP ) 251...Satisfaction with Employee Assistance Program ( EAP ) --------------------------------------- General Comments about FAA Policies, Practices, and...contracting; understaffing; FAA policies, practices, and programs ; encouraging hard work; management concern for employees ; promotion equity; comments

  4. Team cohesion and team success in sport.

    Science.gov (United States)

    Carron, Albert V; Bray, Steven R; Eys, Mark A

    2002-02-01

    The main aim of this study was to examine the relationship between task cohesiveness and team success in elite teams using composite team estimates of cohesion. A secondary aim was to determine statistically the consistency (i.e. 'groupness') present in team members' perceptions of cohesion. Elite university basketball teams (n = 18) and club soccer teams (n = 9) were assessed for cohesiveness and winning percentages. Measures were recorded towards the end of each team's competitive season. Our results indicate that cohesiveness is a shared perception, thereby providing statistical support for the use of composite team scores. Further analyses indicated a strong relationship between cohesion and success (r = 0.55-0.67). Further research using multi-level statistical techniques is recommended.

  5. Team Science Approach to Developing Consensus on Research Good Practices for Practice-Based Research Networks: A Case Study.

    Science.gov (United States)

    Campbell-Voytal, Kimberly; Daly, Jeanette M; Nagykaldi, Zsolt J; Aspy, Cheryl B; Dolor, Rowena J; Fagnan, Lyle J; Levy, Barcey T; Palac, Hannah L; Michaels, LeAnn; Patterson, V Beth; Kano, Miria; Smith, Paul D; Sussman, Andrew L; Williams, Robert; Sterling, Pamela; O'Beirne, Maeve; Neale, Anne Victoria

    2015-12-01

    Using peer learning strategies, seven experienced PBRNs working in collaborative teams articulated procedures for PBRN Research Good Practices (PRGPs). The PRGPs is a PBRN-specific resource to facilitate PBRN management and staff training, to promote adherence to study protocols, and to increase validity and generalizability of study findings. This paper describes the team science processes which culminated in the PRGPs. Skilled facilitators used team science strategies and methods from the Technology of Participation (ToP®), and the Consensus Workshop Method to support teams to codify diverse research expertise in practice-based research. The participatory nature of "sense-making" moved through identifiable stages. Lessons learned include (1) team input into the scope of the final outcome proved vital to project relevance; (2) PBRNs with diverse domains of research expertise contributed broad knowledge on each topic; and (3) ToP® structured facilitation techniques were critical for establishing trust and clarifying the "sense-making" process. © 2015 Wiley Periodicals, Inc.

  6. Employee Assistance Programs: Effective Tools for Counseling Employees.

    Science.gov (United States)

    Kraft, Ed

    1991-01-01

    College employee assistance program designs demonstrate the varied needs of a workforce. Whatever the model, the helping approach remains to (1) identify problem employees through performance-related issues; (2) refer them to the assistance program for further intervention; and (3) follow up with employee and supervisor to ensure a successful…

  7. Team-Based Care with Pharmacists to Improve Blood Pressure: a Review of Recent Literature.

    Science.gov (United States)

    Kennelty, Korey A; Polgreen, Linnea A; Carter, Barry L

    2018-01-18

    We review studies published since 2014 that examined team-based care strategies and involved pharmacists to improve blood pressure (BP). We then discuss opportunities and challenges to sustainment of team-based care models in primary care clinics. Multiple studies presented in this review have demonstrated that team-based care including pharmacists can improve BP management. Studies highlighted the cost-effectiveness of a team-based pharmacy intervention for BP control in primary care clinics. Little information was found on factors influencing sustainability of team-based care interventions to improve BP control. Future work is needed to determine the best populations to target with team-based BP programs and how to implement team-based approaches utilizing pharmacists in diverse clinical settings. Future studies need to not only identify unmet clinical needs but also address reimbursement issues and stakeholder engagement that may impact sustainment of team-based care interventions.

  8. Employee Attitudes toward an Internal Employee Assistance Program.

    Science.gov (United States)

    Harlow, Kirk C.

    1998-01-01

    Surveys employees (N=16,603) who had used a large multinational company's employee assistance program (EAP), adult dependents who had used the EAP, employees who had not used the EAP, and adult dependents who had not used the EAP. Findings indicate that EAP users viewed the EAP more positively than nonusers. (Author/MKA)

  9. Employees development

    OpenAIRE

    Kilijánová, Radka

    2010-01-01

    Employees development is one of the main activities of human resources management. It is connected with other activites, such as training of employees, career development and performance management. In the recent days there is an increased importance put on employees development, although the current economic crisis still has some consequences, such as reduced development budget of many organizations. The thesis mentiones employees development in the first place in the context of management o...

  10. SecurityCom: A Multi-Player Game for Researching and Teaching Information Security Teams

    Directory of Open Access Journals (Sweden)

    Douglas P. Twitchell

    2007-12-01

    Full Text Available A major portion of government and business organizations’ attempts to counteract information security threats is teams of security personnel.  These teams often consist of personnel of diverse backgrounds in specific specialties such as network administration, application development, and business administration, resulting in possible conflicts between security, functionality, and availability.  This paper discusses the use of games to teach and research information security teams and outlines research to design and build a simple, team-oriented, configurable, information security game. It will be used to study how information security teams work together to defend against attacks using a multi-player game, and to study the use of games in training security teams.  Studying how information security teams work, especially considering the topic of shared-situational awareness, could lead to better ways of forming, managing, and training teams.  Studying the effectiveness of the game as a training tool could lead to better training for security teams. 

  11. GLOBAL TEAM MANAGEMENT: AN ESSENTIAL COMPONENT OF FIRMS’ INNOVATION STRATEGY

    Directory of Open Access Journals (Sweden)

    AZİM ÖZTÜRK

    2013-05-01

    Full Text Available In the world marketplace some firms compete successfully and others fail to gain global competitive advantage. Some researchers argue that innovation strategy is the answer to successfully meeting today’s and tomorrow’s global business challenges.  An important aspect of the innovation strategy is managing global teams effectively.  Thus, firms of tomorrow will be characterized by values such as teamwork, innovation, cultural diversity, and a global mindset.  The rapid globalization of business, and increasing competition will continue to drive the need for effective teamwork and/in innovation management.  The purpose of our research is to gain insight into global team management and its role as a major component of innovation strategy.  We discuss the changing and developing functions of teamwork, examine the characteristics of global teams, and finally offer a process to achieve effective global team management.

  12. Clarifying the Effects of Human Resource Diversity Management Practices on Organizational Citizenship Behavior: The Mediating Role of Diversity Receptiveness

    Directory of Open Access Journals (Sweden)

    Ahmad Nizan Mat Noor

    2014-06-01

    Full Text Available The aim of this study is to scrutinize the impact of employees’ perceptions of their organization’s human resource diversity management (HRDM practices on their organizational citizenship behavior (OCB level. The influence of diversity receptiveness as a mediator in the proposed relationship is also examined. Survey data were gathered from operational employees attached to large hotel in Malaysia. 430 usable questionnaires were used in statistical analyses. The results indicated that the hypothesized linkage between HRDM practices and diversity receptiveness as well as between HRDM practices and OCB were partially supported. The mediating role of diversity receptiveness in the relationship was also partially supported. Implications and limitations of the findings are specified. Finally, directions for future research are suggested.

  13. Improving Care Teams' Functioning: Recommendations from Team Science.

    Science.gov (United States)

    Fiscella, Kevin; Mauksch, Larry; Bodenheimer, Thomas; Salas, Eduardo

    2017-07-01

    Team science has been applied to many sectors including health care. Yet there has been relatively little attention paid to the application of team science to developing and sustaining primary care teams. Application of team science to primary care requires adaptation of core team elements to different types of primary care teams. Six elements of teams are particularly relevant to primary care: practice conditions that support or hinder effective teamwork; team cognition, including shared understanding of team goals, roles, and how members will work together as a team; leadership and coaching, including mutual feedback among members that promotes teamwork and moves the team closer to achieving its goals; cooperation supported by an emotionally safe climate that supports expression and resolution of conflict and builds team trust and cohesion; coordination, including adoption of processes that optimize efficient performance of interdependent activities among team members; and communication, particularly regular, recursive team cycles involving planning, action, and debriefing. These six core elements are adapted to three prototypical primary care teams: teamlets, health coaching, and complex care coordination. Implementation of effective team-based models in primary care requires adaptation of core team science elements coupled with relevant, practical training and organizational support, including adequate time to train, plan, and debrief. Training should be based on assessment of needs and tasks and the use of simulations and feedback, and it should extend to live action. Teamlets represent a potential launch point for team development and diffusion of teamwork principles within primary care practices. Copyright © 2017 The Joint Commission. Published by Elsevier Inc. All rights reserved.

  14. Managing a Team of Former Peers.

    Science.gov (United States)

    Hills, Laura

    2016-01-01

    Becoming a manager of former peers is a common occurrence in medical practice management, but it can be awkward and challenging. This article describes the specific staff management challenges that recently promoted practice managers encounter. It urges promoted managers to seek support outside the practice through new friendships, mentoring, and leadership networks. This article also describes how best to announce the promotion and suggests that new managers hold one-on-one meetings with each employee. It offers the agenda for those meetings and for the manager's first whole-team leadership kickoff meeting. This article also describes smart first tasks for a promoted practice manager and considers the possibility that some employees may not come on board with the changing social and leadership structures in the practice, and what to do about them. Finally, this article suggests that preparation to become a medical practice manager should start early. It offers a strategy for handling former peers who continue to overshare personal information with the manager. It describes how to handle four common authority challenges newly promoted practice managers may face, with sample dialogue. And it suggests a social media strategy medical practice managers can use when they are connected electronically to their former peers.

  15. Building Productivity in Virtual Project Teams

    Directory of Open Access Journals (Sweden)

    Bill Hamersly

    2015-04-01

    Full Text Available The steady increase in project failure rates is leaving businesses searching for better integration techniques to virtualize their project environments. Through virtualization, organizations may have positive impacts on communities across geographical boundaries and resource constraints. The focus of this phenomenological study was to explore, via the experiences of successful project management practitioners, best practice strategies for integrating virtual project teams through data analysis. The conceptual framework included von Bertalanffy’s general systems theory, decomposition model of business process and project management frameworks, and the recomposition approach. Twenty-two senior project managers with more than 5 years of experience managing virtual project environments participated in semistructured telephone interviews. The van Kaam process employing normalization and bracketing approaches in data analysis resulted in the emergence of 34 thematic categories. The 10 most common themes culminated in the identification of strategies relevant for virtual project teams. The major themes pertained to 3 broad areas: (a structure that accommodates skills and technology for virtual team success, (b governance leading to efficient virtual project team management, and (c collaboration practices across diverse environments. This study involved the exploration of the experiences of the participants. Using the van Kaam method for normalization of the data and clustering like experiences into thematic statements, the study provided a plethora of new information concentrated on 10 themes that emerged.

  16. Relationships among Team Trust, Team Cohesion, Team Satisfaction and Project Team Effectiveness as Perceived by Project Managers in Malaysia

    OpenAIRE

    Han-Ping Fung

    2014-01-01

    Today, more and more project teams are formed to achieve organizational objectives as organizations generally recognized the importance and benefits of project teams. There is a compelling reason to study what are the team outcome factors that can predict project team effectiveness as it is unclear whether these team outcome factors can yield the same result in project setting whereby there is resource and time constraint compare to normal work teams which are ongoing and operational in natur...

  17. Socio-Demographic Characteristics of Managers and Employees Attitude Towards Managing the Workplace Diversity

    OpenAIRE

    Babita Mukherjee; Dikshit Gambhir; Arooj Yaswi

    2015-01-01

    In this era of globalization, workplace diversity has become the salient aspect of any organization. It helps to increase productivity, efficiency and maintain a positive work environment within the organization. The study assessed the attitude difference that managers come across and how to get benefited from the diversity in the workforce. The investigation was set out to find the relationship between openness to diversity and managerial attitude, based on the data collected from 213 manage...

  18. Managing nationality diversity : The interactive effect of leaders' cultural intelligence and task interdependence

    NARCIS (Netherlands)

    Rosenauer, D.; Homan, A.C.; Horstmeier, C.A.L.; Voelpel, S.C.

    2016-01-01

    In light of the workforce's increasing nationality diversity, our study explores the antecedents for the successful management of nationality diversity as visualized in a favourable diversity climate and enhanced team performance. We propose a double-contingency model in which we argue that the

  19. ASPECTS OF THE ASSOCIATION OF EFFECTIVE TEAM RELATED VARIABLES IN THE MANAGEMENT OF INTERCULTURAL WORK TEAMS IN MULTINATIONAL COMPANIES

    Directory of Open Access Journals (Sweden)

    BIBU Nicolae

    2013-07-01

    variables were nominal variables, and due to small size of the sample (10 managers and 33 employees , we applied „non-parametrical tests considered the only relevant tests” (Popa, 2008:214. The research is "degree of association", the independent and dependent variables of the same type. One more reason to choose this model of research is that we cannot claim a causal relationship, but the combination of variables that represent characteristics of a high performance team and not performance indicators. We will not venture to make judgments of causality based on done statistical tests.

  20. Delivering ideal employee experiences.

    Science.gov (United States)

    Weiss, Marjorie D; Tyink, Steve; Kubiak, Curt

    2009-05-01

    Employee-centric strategies have moved from employee satisfaction and brand awareness to employee "affinity" or "attachment." In today's marketplace, occupational health nurses understand that differentiation (i.e., the perception of uniqueness) is the direct result of superior employee interactions, which lead to better employee care, enduring employee relationships, loyal employees, and satisfied employers. What drives employees to occupational health nurse attachment? The answer is a passion for rising above the competition to create ideal employee experiences.

  1. The clinical profile of employees with mental health problems working in social firms in the UK.

    Science.gov (United States)

    Milton, Alyssa; Parsons, Nicholas; Morant, Nicola; Gilbert, Eleanor; Johnson, Sonia; Fisher, Adrian; Singh, Swaran; Cunliffe, Di; Marwaha, Steven

    2015-08-01

    UK social firms are under-researched but are a potentially important vocational option for people with mental health problems. To describe the clinical profile, satisfaction levels and experiences of social firms employees with mental health problems. Clinical, work and service use characteristics were collected from social firms' employees with mental health problems in England and Wales. Workplace experience and satisfaction were explored qualitatively. Predominantly, social firms' employees (N = 80) report that they have a diagnosis of depression (56%) and anxiety (41%). People with schizophrenia (20%) or bipolar disorder (5%) were a minority. Respondents had low symptom and disability levels, high quality of life and job satisfaction and experienced reductions in secondary mental health service use over time. High-workplace satisfaction was related to flexibility, manager and colleague support and workplace accommodations. The clinical profile, quality of life and job satisfaction level of employees with mental health problems suggest social firms could be a useful addition to UK vocational services for some people. Current employees mainly have common mental disorders, and social firms will need to shift their focus if they are to form a substantial pathway for the vocational recovery of people currently using community mental health teams.

  2. Diversity and inequality in management teams : A review and integration of research on vertical and horizontal member differences

    NARCIS (Netherlands)

    Bunderson, J. Stuart; van der Vegt, Gerben S.

    The promise and perils of heterogeneity in team member characteristics has been and continues to be one of the central questions in research on management teams. We review the literature on member heterogeneity within management teams, with a focus on summarizing and integrating research on both

  3. Investigation of Employee Security Behaviour: A Grounded Theory Approach

    OpenAIRE

    Connolly , Lena; Lang , Michael; Tygar , J. ,

    2015-01-01

    Part 5: Security Management and Human Aspects of Security; International audience; At a time of rapid business globalisation, it is necessary to understand employee security behaviour within diverse cultural settings. While general deterrence theory has been extensively used in Behavioural Information Security research with the aim to explain the effect of deterrent factors on employees’ security actions, these studies provide inconsistent and even contradictory findings. Therefore, a further...

  4. Making Teamwork Work: Team Knowledge for Team Effectiveness.

    Science.gov (United States)

    Guchait, Priyanko; Lei, Puiwa; Tews, Michael J

    2016-01-01

    This study examined the impact of two types of team knowledge on team effectiveness. The study assessed the impact of taskwork knowledge and teamwork knowledge on team satisfaction and performance. A longitudinal study was conducted with 27 service-management teams involving 178 students in a real-life restaurant setting. Teamwork knowledge was found to impact both team outcomes. Furthermore, team learning behavior was found to mediate the relationships between teamwork knowledge and team outcomes. Educators and managers should therefore ensure these types of knowledge are developed in teams along with learning behavior for maximum effectiveness.

  5. Diversion Path Analysis handbook. Volume 3 (of 4 volumes). Computer Program 1

    International Nuclear Information System (INIS)

    Schleter, J.C.

    1978-11-01

    The FORTRAN IV computer program, DPA Computer Program 1 (DPACP-1), is used to assemble and tabulate the data for Specific Diversion Paths (SDPs) identified when performing a Diversion Path Analysis (DPA) in accord with the methodology given in Volume 1. The program requires 255498 bytes exclusive of the operating system. The data assembled and tabulated by DPACP-1 are used by the DPA team to assist in analyzing vulnerabilities, in a plant's material control and material accounting subsystems, to diversion of special nuclear material (SNM) by a knowledgable insider. Based on this analysis, the DPA team can identify, and propose to plant management, modifications to the plant's safeguards system that would eliminate, or reduce the severity of, the identified vulnerabilities. The data are also used by plant supervision when investigating a potential diversion

  6. Gender, ethnicity and teaching evaluations : Evidence from mixed teaching teams

    NARCIS (Netherlands)

    N. Wagner (Natascha); M. Rieger (Matthias); K.J. Voorvelt (Katherine)

    2016-01-01

    textabstractThis paper studies the effect of teacher gender and ethnicity on student evaluations of teaching quality at university. We analyze a unique data-set featuring mixed teaching teams and a diverse, multicultural, multi-ethnic group of students and teachers. Co-teaching allows us to study

  7. [Short Spanish version of Team Climate Inventory (TCI-14): development and psychometric properties].

    Science.gov (United States)

    Boada-Grau, Joan; de Diego-Vallejo, Raúl; de Llanos-Serra, Emma; Vigil-Colet, Andreu

    2011-04-01

    The aim of the present paper was to develop a Spanish adaptation of the reduced, 14-item version of the Team Climate Inventory (TCI-14), a questionnaire developed to evaluate team climate. To this end the English version was adapted and applied to a sample of 360 employees from Castilla-León and Catalonia (44.4% men and 55.6% women). The results indicated that the TCI-14 has the same structure as the original version, and confirmatory factor analysis was used to verify the existence of the factors Vision, Participative Safety, Task Orientation and Support for Innovation. The TCI-14 also presented good reliability coefficients considering the low number of items on each scale (alphas ranged between .75 and .82). The TCI-14 is a potentially useful instrument for evaluating the climate of work teams. It could be used by future research as a screening tool in conjunction with other instruments.

  8. Are happy employees healthy employees? Researching the effects of employee engagement on absenteeism.

    Science.gov (United States)

    Hoxsey, Dann

    2010-01-01

    In 2007, a survey was conducted to measure the levels of workplace engagement for British Columbian civil servants. Following the Heskett et al. model of the “service profit chain” (1994, 2002), the government's primary concerns were the increasing attrition rates and their effects on service delivery. Essentially, the model demonstrated that employees who were more engaged were more committed to their work and more likely to stay within the civil service and that this culminated in improved customer service. Under the joint rubrics of absenteeism and job satisfaction, this study uses a construct of engagement (i.e., job satisfaction) to test whether different levels of engagement have any effect on the amount of sick time (absenteeism) an employee incurs. Specifically, the author looks at whether there is any correlation between the amount of sick time used and an individual's level of engagement and proposes that there is an inverse negative relationship: as job engagement increases, sick time used decreases. Testing the old adage “A happy employee is a healthy employee,” this research demonstrates that, though a more engaged employee may use less sick time, the differences in use between highly engaged employees and those not engaged are fairly marginal and that correlations are further confounded by a host of other (often missing) factors.

  9. Leader-Member Exchange across two hierarchical levels of leadership: concurrent influences on work characteristics and employee psychological health.

    Science.gov (United States)

    Karanika-Murray, Maria; Bartholomew, Kimberley J; Williams, Glenn A; Cox, Tom

    2015-01-02

    Leader-Member Exchange (LMX) theory suggests that the quality of the leader-employee relationship is linked to employee psychological health. Leaders who reside at different hierarchical levels have unique roles and spheres of influence and potentially affect employees' work experiences in different ways. Nevertheless, research on the impact of leadership on employee psychological health has largely viewed leaders as a homogeneous group. Expanding on LMX theory, we argue that (1) LMX sourced at the levels of the line manager (LM) and senior management (SM) team will be differentially linked to employee psychological health (assessed as worn-out) and that (2) these relationships will be mediated by perceived work characteristics (reward and recognition, workload management, quality of relationships with colleagues and physical environment). Structural equation modelling on data from 337 manual workers partially supported the hypotheses. Perceptions of the physical environment mediated the relationship between LMX at the LM level and employee psychological health, whereas perceptions of workload management mediated the relationship between LMX at the SM level and psychological health. These findings corroborate arguments that leaders are not a uniform group and as such the effects of LMX on employees will depend on leadership hierarchy. Implications for expanding leadership theory are discussed.

  10. Leader-Member Exchange across two hierarchical levels of leadership: concurrent influences on work characteristics and employee psychological health

    Science.gov (United States)

    Karanika-Murray, Maria; Bartholomew, Kimberley J.; Williams, Glenn A.; Cox, Tom

    2015-01-01

    Leader-Member Exchange (LMX) theory suggests that the quality of the leader–employee relationship is linked to employee psychological health. Leaders who reside at different hierarchical levels have unique roles and spheres of influence and potentially affect employees' work experiences in different ways. Nevertheless, research on the impact of leadership on employee psychological health has largely viewed leaders as a homogeneous group. Expanding on LMX theory, we argue that (1) LMX sourced at the levels of the line manager (LM) and senior management (SM) team will be differentially linked to employee psychological health (assessed as worn-out) and that (2) these relationships will be mediated by perceived work characteristics (reward and recognition, workload management, quality of relationships with colleagues and physical environment). Structural equation modelling on data from 337 manual workers partially supported the hypotheses. Perceptions of the physical environment mediated the relationship between LMX at the LM level and employee psychological health, whereas perceptions of workload management mediated the relationship between LMX at the SM level and psychological health. These findings corroborate arguments that leaders are not a uniform group and as such the effects of LMX on employees will depend on leadership hierarchy. Implications for expanding leadership theory are discussed. PMID:25999635

  11. Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance.

    Science.gov (United States)

    Mañas, Miguel A; Díaz-Fúnez, Pedro; Pecino, Vicente; López-Liria, Remedios; Padilla, David; Aguilar-Parra, José M

    2017-01-01

    In the absence of clearly established procedures in the workplace, employees will experience a negative affective state. This situation influences their well-being and their intention to behave in ways that benefit the organization beyond their job demands. This impact is more relevant on teamwork where members share the perception of ambiguity through emotional contagion (role ambiguity climate). In the framework of the job demands-resources model, the present study analyzes how high levels of role ambiguity climate can have such an effect to reduce employee affective engagement. Over time it has been associated with negative results for the organization due to a lack of extra-role performance. The sample included 706 employees from a multinational company, who were divided into 11 work teams. In line with the formulated hypotheses, the results confirm the negative influence of the role ambiguity climate on extra-role performance, and the mediated effect of affective engagement in the relationship between the role ambiguity climate and extra-role performance. These findings indicate that the role ambiguity climate is related to the adequate or inadequate functioning of employees within a work context.

  12. Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance

    Science.gov (United States)

    Mañas, Miguel A.; Díaz-Fúnez, Pedro; Pecino, Vicente; López-Liria, Remedios; Padilla, David; Aguilar-Parra, José M.

    2018-01-01

    In the absence of clearly established procedures in the workplace, employees will experience a negative affective state. This situation influences their well-being and their intention to behave in ways that benefit the organization beyond their job demands. This impact is more relevant on teamwork where members share the perception of ambiguity through emotional contagion (role ambiguity climate). In the framework of the job demands-resources model, the present study analyzes how high levels of role ambiguity climate can have such an effect to reduce employee affective engagement. Over time it has been associated with negative results for the organization due to a lack of extra-role performance. The sample included 706 employees from a multinational company, who were divided into 11 work teams. In line with the formulated hypotheses, the results confirm the negative influence of the role ambiguity climate on extra-role performance, and the mediated effect of affective engagement in the relationship between the role ambiguity climate and extra-role performance. These findings indicate that the role ambiguity climate is related to the adequate or inadequate functioning of employees within a work context. PMID:29375424

  13. Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance

    Directory of Open Access Journals (Sweden)

    Miguel A. Mañas

    2018-01-01

    Full Text Available In the absence of clearly established procedures in the workplace, employees will experience a negative affective state. This situation influences their well-being and their intention to behave in ways that benefit the organization beyond their job demands. This impact is more relevant on teamwork where members share the perception of ambiguity through emotional contagion (role ambiguity climate. In the framework of the job demands-resources model, the present study analyzes how high levels of role ambiguity climate can have such an effect to reduce employee affective engagement. Over time it has been associated with negative results for the organization due to a lack of extra-role performance. The sample included 706 employees from a multinational company, who were divided into 11 work teams. In line with the formulated hypotheses, the results confirm the negative influence of the role ambiguity climate on extra-role performance, and the mediated effect of affective engagement in the relationship between the role ambiguity climate and extra-role performance. These findings indicate that the role ambiguity climate is related to the adequate or inadequate functioning of employees within a work context.

  14. The effect of management team characteristics on performance and style extremity of mutual fund portfolios

    Directory of Open Access Journals (Sweden)

    Liu Qiong

    2014-01-01

    Full Text Available Purpose: Along with mutual funds’ scale and quantity expanding for our country, it is common for fund management companies hiring new managers or the original fund managers mobilizing from one to another. The high liquidity of fund managers makes different managers regroup to manage the funds that belong to the same fund management company in each fund year. The characteristics of these different management team will influence the fund performance, and also affect the earnings of the fund management company and portfolio investors. The purpose of this paper is as follows. First, evaluating the effect of management team characteristics on portfolio characteristics: risk, performance, and extremity. Second, testing the hypothesis that the ranking of mid-year performance have effect on investment style extremity and research what relationship exists between this phenomenon and management team characteristics in depth.Design/methodology/approach: On the analysis of the relationships between the management team characteristics and portfolio characteristics, a series of OLS regressions is run where the time series regression model (the factor model and cross-sectional regression are included based on using the STATA, EVIEWS and MATLAB. The validity and practicability of the model will be verified in the paper. All of the above are aimed at achieving portfolio optimization and realizing the maximization of the interests of fund management companies and investors.Findings: The main findings are as follows. Teams with more doctors or MBA (CPA and CFA hold more risky portfolios, while teams with long team tenure hold less. More members and large gender diversity have negative effect on performance, and the opposite is age diversity. Teams with more members and long tenure tend to hold less extreme style decisions, but age diversity is related to more. Besides, tournament hypothesis does exist in China investment funds industry especially when the

  15. The Nexus between Labor Diversity and Firm´s Innovation

    DEFF Research Database (Denmark)

    Parrotta, Pierpaolo; Pozzoli, Dario; Pytlikova, Mariola

    technological areas (extensive margin). We find that skill diversity plays a key role in propelling firm's innovation outcomes. The positive in uence of heterogeneity in the ethnic dimension turns to be not negligible, too. Conversely, the effect of demographic diversity typically vanishes once detailed firm......This paper investigates the nexus between labor diversity and innovation in a population of Danish firms. Specifically, exploiting information retrieved from a comprehensive linked employer-employee database and implementing a proper instrumental variable strategy, we are able to identify...

  16. A conceptual model to improve performance in virtual teams

    Directory of Open Access Journals (Sweden)

    Shopee Dube

    2016-09-01

    Full Text Available Background: The vast improvement in communication technologies and sophisticated project management tools, methods and techniques has allowed geographically and culturally diverse groups to operate and function in a virtual environment. To succeed in this virtual environment where time and space are becoming increasingly irrelevant, organisations must define new ways of implementing initiatives. This virtual environment phenomenon has brought about the formation of virtual project teams that allow organisations to harness the skills and knowhow of the best resources, irrespective of their location. Objectives: The aim of this article was to investigate performance criteria and develop a conceptual model which can be applied to enhance the success of virtual project teams. There are no clear guidelines of the performance criteria in managing virtual project teams. Method: A qualitative research methodology was used in this article. The purpose of content analysis was to explore the literature to understand the concept of performance in virtual project teams and to summarise the findings of the literature reviewed. Results: The research identified a set of performance criteria for the virtual project teams as follows: leadership, trust, communication, team cooperation, reliability, motivation, comfort and social interaction. These were used to conceptualise the model. Conclusion: The conceptual model can be used in a holistic way to determine the overall performance of the virtual project team, but each factor can be analysed individually to determine the impact on the overall performance. The knowledge of performance criteria for virtual project teams could aid project managers in enhancing the success of these teams and taking a different approach to better manage and coordinate them.

  17. Role of Leadership and Employee Engagement towards Individual Performance of Pharmacy Employees

    Directory of Open Access Journals (Sweden)

    Susi A. Rahayu

    2012-09-01

    Full Text Available Employees dissatisfaction to the head of the hospital pharmacy will decrease employees performance and unsatisfied customers. To solve the problems, employees should be based on performance as customer expectations in providing services. One of the ways to improve the performance of the employees, they must feel engage to the work. One of the factors to improve employee engagement is the leadership factor. Therefore, it is necessary to study the impact of leadership on individual performance employee in hospital pharmacy and also the influence of employee engagement as a mediator. A total of 79 employees from the pharmacy in two private hospitals in Bandung became the participants. This study used the technique of partial least squares to test the hypothesized relationships. The results showed that there were significant between leadership to employee engagement (t value (12,84 > t-table (1.64, the significance of employee engagement on individual performance (t value (3.83 > t-table (1.64. In contrast, there was no influence and significance in leadership on individual performance (t value (0.45 < t-table (1.64. Employee engagement fully mediated the relationship between leadership and individual performance. Therefore, improving pharmacy services is a set of actions and involvement of pharmacy employees who are consistent, sustainable and clear.

  18. Social work role in developing and managing employee assistance programs in health care settings.

    Science.gov (United States)

    Foster, Z; Hirsch, S; Zaske, K

    1991-01-01

    The hospital setting presents special needs for an Employee Assistance Program and special complications for sponsorship, development, and maintenance. What has been learned, how certain problems can be solved or avoided, how responsibility and accountability can be negotiated are presented by a team that has successfully established such a program at a large metropolitan medical center. In addition to successes, some unsolved problems are identified for further study.

  19. Employee satisfaction and employee retention: catalysts to patient satisfaction.

    Science.gov (United States)

    Collins, Kevin S; Collins, Sandra K; McKinnies, Richard; Jensen, Steven

    2008-01-01

    Over the last few years, most health care facilities have become intensely aware of the need to increase patient satisfaction. However, with today's more consumer-driven market, this can be a daunting task for even the most experienced health care manager. Recent studies indicate that focusing on employee satisfaction and subsequent employee retention may be strong catalysts to patient satisfaction. This study offers a review of how employee satisfaction and retention correlate with patient satisfaction and also examines the current ways health care organizations are focusing on employee satisfaction and retention.

  20. Should this team be saved?

    Science.gov (United States)

    Heimbouch, H

    2001-01-01

    As far as anyone could tell, Vigor Skin Care's star was rising, mostly on the strength of Ageless Vigor, its new line of enriched skin cleansers and cosmetics. In fact, this evening, the three employees responsible for developing the product line were slated to receive the parent company's highest award for performance. But CEO Peter Markles knew that despite the accolades, the business unit--and its "fearsome threesome"--had hit a rough patch in recent months. When Peter took the reins four years ago, Vigor Skin Care was the sleeping dog of the health-and-beauty industry; his challenge was to rejuvenate the maturing business. He knew a turnaround would require equal parts discipline, politics, and creativity--so he pulled together a team that could address those needs. Peter relied on Sandy Fryda, Vigor's longtime marketing director, to help him navigate the tricky political waters at headquarters. And he tapped 30-year-old Josh Bartola, a maverick contributor to Vigor Skin Care's research group, for his independent spirit and new product ideas. Their all-consuming, intensely collaborative efforts resulted in the successful Ageless Vigor line. Then reality set in. The team found the day-to-day operations of manufacturing Ageless Vigor, for all their necessity and urgency, a bit tedious. Peter felt relegated to troubleshooting distribution problems. Josh was having meetings with executives from another division who were actively recruiting the wunderkind. And Sandy was simply on the verge of burnout. Tonight, at the award ceremony, there would be speeches and applause and toasts. But tomorrow, Peter would have to face the question: Should he try to salvage the Ageless Vigor team? Four commentators offer their advice in this fictional case study.