The purpose of this research study was to identify the specific components of team training that contribute most to a team's ability to perform effectively. The analysis conducted involved examining the relationship between the Training Support System Survey (Hall, 1998) along with the Training Strategies and Training Content sub-scales, and the overall measure of team performance from Beyerlein's (1996) Perceptions of Team Performance survey. Results were mostly inconclusive, due to limitations of the research. However, a few interesting findings were found related to team training for different types of teams. In addition, this research is helpful in moving toward a better understanding of the relationship between team training and team performance and pointing toward the need for additional research in this area.

This report has established that women in leadership positions in local government experience similar barriers as other women leaders in the corporate sector despite the legislative, academic and political support provided by key stakeholders. As stated in Chapter 5, women in leadership positions managed and lead faced with prejudism emanating from social customs, informal institutional values, norms and cultures like in the private sector. This means that the findings on the study –Assessment of support by key stakeholders was note effective as it was envisaged. The study drew four key challenges that affected women in local government including limited support provided by the key stakeholders. Some recommended on possible interventions along these obstacles were outlined in chapter 5. These include: I) Legislation and training which were perceived to be non effective since “Attitudinal changes cannot be dictated, mandated and legislated” van der Colff (2004). II) Lack of Networks and Mentorships. III) Negative Attitude based on patriarchy and, IV) The need for Political Parties’ to reengineer that strategy in addressing women challenges.

Approved for public release; distribution in unlimited. / This study examines ethical dilemmas in the workplace and how organizational members move to resolve these challenges. Existing research was reviewed to gain insight and determine current views of ethical dilemmas experienced at work. A study was then conducted with Supply Corps Officers in the U.S. Navy to better understand the dilemmas they face in their daily work life. Officers were asked to think of a critical incident when they faced a moral challenge and how they responded. Data procured from critical incident interviews is suggestive of how officers describe ethical dilemmas, how they identify options for action, and finally how they select a course of action. The dilemmas generally involved issues with financial accountability, fairness in performance evaluations, fraternization, homosexuality in the service, employee drug and alcohol abuse, fraudulent use of government property and funds, conflict between personal and military values, and managing important relationships. This initiative, supported by the Chief of the Supply Corps, is designed to be a promising start toward creating an informed strategy, one that will ultimately lead to the design of enhanced educational programming regarding moral behavior in the military. / Lieutenant Commander, Supply Corps, United States Navy

Welding is today seen as one of the most dangerous professions on earth, mostly because of the toxic fumes. These fumes can lead to a variety of diseases and in worst case death. Now imagine this problem when you are working at different places every day and you can not always bring the equipment needed to protect your health since they are either too big or does not have enough capacity. This is a problem which welders that work at temporary workplaces have to face every day. With this project I have looked into this problem and come up with a product that makes the temporary workplaces safer and at the same time keeps an efficient workflow.

The purpose of the proposed study is to consider why and under which conditions do supervisors engage in abusive behaviours towards their subordinates. To answer my first research question, why do supervisors engage in abusive supervision, I draw on victim precipitation (e.g., Sparks, Glenn, & Dodd, 1977) and conservation of resources (COR; Hobfoll, 1989) theories to argue that certain subordinate performance-related behaviours and characteristics threaten supervisor resources leading to abuse as a stress reaction. To answer my second research question, under which conditions do supervisors engage in abusive supervision, I draw on attribution theory (Heider, 1958; Weiner, 1986). I argue that supervisors abuse subordinates when they attribute responsibility, or blame subordinates for negative performance-related behaviours and characteristics, as a means of protecting or guarding against future resource loss. To answer my research questions, I developed measures for self- and other-perceived general mental ability (GMA) and blame attributions. I obtained data from 211 supervisor-subordinate dyads in Canada and the United States. Respondents were surveyed for information about their work behaviours, characteristics, and relationships. Using Hayes (2013) PROCESS macros, I found partial support for the proposed model and offer refinements to COR and victim precipitation theories. I found relationships between both self- and supervisor-reported subordinate behaviours and characteristics and abusive supervision, largely in the direction hypothesized. I also found supervisor-reported subordinate performance behaviours and perceived GMA to share a stronger relationship with subordinate reports of abusive supervision than subordinate reported behaviours and characteristics in many instances. / October 2016

The purpose of this project was to examine team compensation systems and to evaluate the impact of their critical elements--level (what to motivate), compensation mixture (what rewards motivate), and employee perceptions (how to motivate)--on team effectiveness. Twenty-three organizations, 108 teams, and 769 team members participated in this study. Project results found that teams that utilized team level rewards, especially when associated with a complete compensation mixture, had significantly higher team effectiveness scores compared to teams that utilized only individual level rewards. With respect to employee perceptions, results found that: (a) perceptions of system understanding, measure controllability, pay-for-performance, and payout frequency, particularly, were significant components of employee compensation system satisfaction; and (b) employee compensation system satisfaction and perceptions of compensation system effectiveness were significantly related.

"Think-Assess-Design" is a model for guiding traditional organizations through the steps necessary to redesign themselves into a more empowered, team-based work environment. Three broad steps—think, assess, and design—provided the framework for organizational change in this case study.

The purpose of this study was to examine relationships between organizational support and Effectiveness, Empowerment, and team characteristics. Support was operationalized by nine systems: Executive Management, Direct Supervision, Group Design, Performance Definition, Performance Review, Training, Rewards, Information, and Integration. Support was rated in two ways: how important is support for performing work (Importance scales), and how does support describe work environments (Presence scales).

This study investigated, in the context of a field-based case study, possibilities for formation of a synergistic union between CSCW and CASE tools. A major dimension of today's software challenge is in gearing up for large-scale system development necessitating large teams of systems engineers. The principal goal of this research was to advance the body of knowledge regarding the nature of collaborative technological support in the software development process. Specifically, the study was designed to evaluate the potential for using a CSCW tool as an effective front-end to a CASE tool in the furtherance of SDLC goals.

Traffic congestion is a significant cost to society, amounting to somewhere between 1 and 2% of GDP according to an EU-wide survey (CE Delft, 2011). To address this cost, road pricing has long been viewed as the first best solution although issues with public and political acceptance have meant the uptake of such schemes has been low. In the meantime parking policies, a second best alternative to road pricing, have become extensively used by local authorities as a means of managing congestion due to the influence the price and availability of parking can have on a motorist s decision to drive. The effectiveness of such strategies however is limited due to local authorities being unable to control privately owned parking. More specifically, free parking at the workplace is seen as contributing to congestion at peak times by incentivising drivers to commute to work by car. To address this, in the UK the Transport Act 2000 granted powers to local authorities to introduce a Workplace Parking Levy (WPL) whereby employers are required to pay a sum based on the number of parking spaces they provide for their staff with the revenue hypothecated for local transport improvements. The introduction of such powers meant the Government estimated there would be 12 schemes by 2010. To-date however, only Nottingham has introduced a WPL. The aim of this thesis therefore is to investigate the transferability of the WPL to other local authorities which is analysed through the application of the Policy Transfer Framework to the WPL in the UK context. It focuses on the views of key stakeholders with respect to the WPL at both the national and local authority level so as to understand the reasons for the low uptake as well as the design, implementation and operational considerations required to introduce such a scheme. The conclusions of this thesis are that lessons can and have been learnt with respect to introducing a WPL as the findings reveal that Nottingham City Council (NCC) drew on aspects of Policy Transfer to facilitate the introduction of the scheme. Specifically, NCC Councillors developed a vision of what a WPL could deliver and were reassured by experts from abroad whilst a staff transfer exercise allowed officers to learn lessons in terms of how the scheme should be designed, implemented and operated. What s more, lessons from a formal DfT evaluation of the pilot scheme in Nottingham following the delivery of the full WPL package will have a significant influence (either positive or negative) on the number of future schemes. More broadly, the results suggest that the WPL is transferable and the adoption of additional WPL schemes in the future is likely. This is due in no small part to the fact that the Nottingham scheme has so far enjoyed a relatively painless introduction even though it is still too early to evaluate how successful it has been in meeting its objectives. This research has made a significant contribution to knowledge in that it has explored the WPL with key stakeholders to generate a standard for introducing and operating a WPL. It has also provided an application of the Policy Transfer framework to understand the process and development of a new policy as well as the type and where lessons are learnt.