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Analysis of Performance Measurement Systems and their Application Spectrum in Teamwork / Analysis of Performance Measurement Systems and Their Application Spectrum in TeamworkDils, Marta Dolli January 2013 (has links)
This Master Thesis aims to provide an overview of performance measurement systems both business and team related and to analyse their application spectrum. Based on the theoretical analysis, a new framework was created, including all relevant factors to analyse team performance. Thus the research questions of whether performance is measurable and what factors influence performance were investigated. The team performance framework (TPF) and the results from its application are presented in the practical part. The TPF includes different factors influencing team performance, such as input factors, motivation, communication, and output factors. This academic research concludes that various factors influence performance but that simplistic theoretical models still cannot catch the whole complex picture of reality.
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The Impact of Big Five Personality Characteristics on Group Cohesion and Creative Task PerformanceBuchanan, Laurie Birch 28 April 1998 (has links)
One of the most prominent trends in organizations today is the use of teams to accomplish the work once assigned to individuals. Team composition variables, including the personality characteristics of team members, need to be carefully considered so that the transition of work from individuals to teams results in performance improvements. The types of tasks relegated to teams also affect performance, and it is equally important that group tasks are clearly defined. As such, the current study explores the impact of Big Five personality patterns on both group cohesiveness and group performance on creative, brainstorming tasks. At the group level, it was predicted that teams with personality patterns consisting of moderate levels of Extraversion, high levels of Openness to Experience, and high levels of Conscientiousness (Optimal pattern) would perform significantly better on an innovative task than teams with personality patterns that varied from this pattern. It was also hypothesized that group cohesiveness would mediate this relationship. Of the 65 three-person groups, it was found that those possessing the Optimal pattern outperformed groups with three different patterns in terms of the quantity of creative ideas generated and average level of creativity. However, groups with the Optimal pattern generated more superior ideas than only one of the other pattern conditions, and contrary to predictions, did not generate a significantly higher percentage of superior ideas than any of the other pattern conditions. It was also found that group cohesion did not mediate the relationship between group-level personality and creative task performance. The implications of these findings and directions for future research are discussed. / Ph. D.
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Harnessing Teamwork in Networks: Prediction, Optimization, and ExplanationJanuary 2018 (has links)
abstract: Teams are increasingly indispensable to achievements in any organizations. Despite the organizations' substantial dependency on teams, fundamental knowledge about the conduct of team-enabled operations is lacking, especially at the {\it social, cognitive} and {\it information} level in relation to team performance and network dynamics. The goal of this dissertation is to create new instruments to {\it predict}, {\it optimize} and {\it explain} teams' performance in the context of composite networks (i.e., social-cognitive-information networks).
Understanding the dynamic mechanisms that drive the success of high-performing teams can provide the key insights into building the best teams and hence lift the productivity and profitability of the organizations. For this purpose, novel predictive models to forecast the long-term performance of teams ({\it point prediction}) as well as the pathway to impact ({\it trajectory prediction}) have been developed. A joint predictive model by exploring the relationship between team level and individual level performances has also been proposed.
For an existing team, it is often desirable to optimize its performance through expanding the team by bringing a new team member with certain expertise, or finding a new candidate to replace an existing under-performing member. I have developed graph kernel based performance optimization algorithms by considering both the structural matching and skill matching to solve the above enhancement scenarios. I have also worked towards real time team optimization by leveraging reinforcement learning techniques.
With the increased complexity of the machine learning models for predicting and optimizing teams, it is critical to acquire a deeper understanding of model behavior. For this purpose, I have investigated {\em explainable prediction} -- to provide explanation behind a performance prediction and {\em explainable optimization} -- to give reasons why the model recommendations are good candidates for certain enhancement scenarios. / Dissertation/Thesis / Doctoral Dissertation Computer Science 2018
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The influence of team mental models and team planning on team performanceLeiva Neuenschwander, Pedro Ignacio 02 June 2009 (has links)
Since Cannon-Bowers, Salas, and Converse (1993) introduced the concept of
mental models (MMs) to team performance research, theory and research have
supported the idea that common cognitions among team members facilitate team
performance. One of the processes that contributes to MM similarity is team planning. In
this study, the influence of two planning approaches on MM similarity and team
performance are compared for teams that have engaged in different teamwork and
taskwork experiences.
The purpose of the present study was threefold. First, I investigated the influence
of team members' experience on their pre-planning teamwork and taskwork MM
similarity. Second, I assessed the influence of pre-planning teamwork and taskwork MM
similarity and two planning approaches on post-planning MM similarity. Third, I
examined the influence of post-planning teamwork and taskwork MM similarity on team
performance. I tested these relationships with 172 three-person ad hoc teams performing
a problem-solving execution task in a lab setting. I employed a 2 (type of planning: casebased
versus generative) x 3 (type of experience: teamwork, taskwork, combined
teamwork and taskwork) fully crossed randomized between-subjects factorial design. Although none of the hypotheses were supported, experience significantly
interacted with pre-planning taskwork and pre-planning teamwork MM similarity to
influence post-planning MM similarity. Also, team performance was significantly
influenced by post-planning teamwork MM similarity for teams assigned to the casebased
planning and teamwork experience conditions. Speculations as to why the
hypotheses were not supported and suggestions for future research examining the
influence of experience and planning on MM similarity and team performance are
provided.
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A study of the relationship among work values, team characteristics and team performance of a team-based organizational strategyTseng, Su-yun 09 February 2001 (has links)
Nowadays, team-based approach is a common organizational strategy in many organizations. The study of the effect of team characteristics on team performance becomes a popular issue for many researchers. In order to ensure high performance, it is believed that the organizational strategy has to coordinate well with the characteristics of the team members. Aiming to determine the significance of work values, this study uses team members¡¦ work values as a variable, and tries to establish a relationship among work values, team characteristics and team performance. The results of the study are as follows:
1. The work values of members with different educational background and tenure are not the same.
2. Work values correlates with team characteristics.
3. Team characteristics correlates with team performance.
4. Some work values correlate with team performance.
5. Team characteristics have an effect on team performance.
6. Work values have an effect on customer orientation and team confidence.
7. Process-oriented work values have an effect on team characteristics.
8. Goal-oriented work values have an effect on the improvement of team performance.
9. Process-oriented work values have an effect on work quality, work values and innovation factors.
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Effect of Software Project Team Quality on Project PerformanceFang, Chia-Hsuan 01 August 2008 (has links)
In a rapidly changing business environment, it is difficult for enterprises to achieve their objectives by functional structures only. When organizational tasks become more complex, ¡§team¡¨ plays an important role on overcoming these challenges and helps achieving team performance. As a result, researches on team effectiveness have becoming ever more important today. The purpose of this study includes below:
1.Users should be involved because they possess knowledge which developers don¡¦t have but is required for system development. They should be viewed as partners with the developers that could make team to get target.
2.The most critical resource for knowledge teams is expertise, or specialized skills and knowledge, but the mere presence of expertise on a team is insufficient to produce high-quality work. Expertise must be managed and coordinated in order to leverage its potential. That is, teams must be able to manage their skill and knowledge interdependencies effectively through user and developer¡¦s good relationship.
3.The six facets of the Teamwork Quality (TWQ) construct, i.e., communication, coordination, balance of member contributions, mutual support, effort, and cohesion, are specified. TWQ shows a strong association with team members' personal success.
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Redefining the Role of Team Performance in the Team Identification-Social Psychological Health ModelKelly, David M. January 2014 (has links)
No description available.
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Behavioral Responses to Interpersonal Conflict in Decision Making Teams: A Clarification of the Conflict PhenomenonWilliams, Felice Amanda 01 December 2009 (has links)
Interpersonal conflict in organizations plays an important role in performance, but the exact nature of that role remains unclear. Among conflict researchers a shift has occurred from believing that all conflict is debilitating for organizational performance to the realization that there are both positive and negative aspects of conflict. Contemporary research adopts a distinction between task conflict and relationship conflict. Conceptually, a positive relationship has been proposed between task conflict and performance, while a negative relationship has been proposed between relationship conflict and performance. Empirically, however, there has been wide variation in the findings linking either type of conflict with performance. A recent meta-analysis by De Wit and Greer (2008) found that across studies linking task conflict and performance, findings reflected positive, negative and no relationships. Similarly, for relationship conflict, though a predominantly negative relationship was found across studies, there was wide variation in relationship magnitudes across studies. These meta-analytic results show that the effects sizes across both types of conflict studies are mainly negative. However, given the large standard deviation estimates in both cases, there were also positive effect sizes in some of the studies. The wide variation across studies leads to the conclusion that in most studies conflict is detrimental, but in some it truly can be useful. Also, it suggests that the relationship between both task and relationship conflict and performance needs to be clarified. Consequently, this research aims to examine the source of the inconsistencies within the conflict literature by introducing a behavioral taxonomy to help explain the relationship between performance and the two types of conflict. Using a quasi-experimental design to study conflict, I will be able to induce conflict and observe the team behavioral dynamics as they unfold.
Revised file, GMc 5/28/2014 per Dean DePauw / Ph. D.
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Collective Leadership as a Mediator of the Relationship between Team Trust and Team PerformanceMoshier, Scott Jeffrey 19 January 2012 (has links)
The present study investigated the relationship between collective leadership, team trust, and team performance longitudinally and with the inclusion of a performance feedback loop. Collective leadership was hypothesized to mediate the relationship between team trust and team performance; however, this hypothesis was not supported. Additional analyses support the conceptualization of collective leadership as an emergent state because collective leadership density increased significantly across two time-points. Further hypothesis testing revealed performance feedback to influence subsequent levels of team trust. / Master of Science
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Trust in work teams: an integrative review, multilevel model, and future directionsCosta, Ana-Cristina, Fulmer, C.A., Anderson, Neil 07 July 2017 (has links)
Yes / This article presents an integrative review of the rapidly growing body of research on trust in work teams. We start by analyzing prominent definitions of trust and their theoretical foundations, followed by different conceptualizations of trust in teams emphasizing its multilevel, dynamic, and emergent nature. We then review the empirical research and its underlying theoretical perspectives concerning the emergence and development of trust in teams. Based on this review, we propose an integrated conceptual framework that organizes the field and can advance knowledge of the multilevel nature of trust in teams. Our conclusion is that trust in teams resides at multiple levels of analysis simultaneously, is subject to factors across levels in organizations, and impacts performance and other relevant outcomes both at the individual and team levels. We argue that research should not only differentiate between interpersonal trust between members from collective trust at the team level, but also emphasize the interplay within and between these levels by considering cross-level influences and dynamics. We conclude by proposing four major directions for future research and three critical methodological recommendations for study designs derived from our review and framework. / NASA/Johnson Space Center. Grant Number: NNJ16HP08P
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