by Wong Kam Chau. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves 114-121. / Introduction: --- p.1 / Outline of the thesis: --- p.9 / Part I: / List of notations: --- p.12 / Chapter Chapter I: --- Basic model --- p.16 / Chapter Chapter II： --- Self-interested team --- p.21 / Chapter Chapter III --- Altruistic team --- p.33 / Chapter Chapter IV: --- Sub-contracting and supervisory system --- p.45 / Chapter Chapter V: --- Team with leader --- p.55 / Chapter Chapter VI: --- Conclusion of part I --- p.59 / Appendix: --- p.61 / Part II: / Chapter Chapter VII --- The existence theorem of optimal information system of one agent --- p.82 / Chapter Chapter VIII: --- Extension to a team --- p.104 / Reference: --- p.114

Kwok, Tak Yee. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2009. / Includes bibliographical references (leaves 99-115). / Abstract also in Chinese; appendix II-IV in Chinese. / ABSTRACT --- p.i / 摘要 --- p.iii / ACKNOWLEDGEMENT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / LIST OF FIGURE --- p.vii / Chapter CHAPTER 1 --- INTRODUCTION --- p.1 / Chapter CHAPTER 2 --- LITERATURE REVIEW --- p.6 / Overview of Climate --- p.6 / Content of Climate --- p.10 / Outcomes of Climate --- p.12 / Individual Processes Linking Climate and Outcomes --- p.14 / Deriving Climate from Perception of Human Resource Systems --- p.16 / Climate for Commitment - Perceptions of Commitment Human Resource Systems --- p.74 / Overview of Goal Orientation --- p.28 / Dimensionality of Goal Orientation --- p.30 / Trait versus State Goal Orientations and their Antecedents --- p.32 / Outcomes of Goal Orientation --- p.34 / Overview of Job Performance --- p.37 / Team Role Performance --- p.40 / Predictors of Team Role Performance --- p.43 / Chapter CHAPTER 3 --- MODEL AND HYPOTHESES DEVELOPMENT --- p.46 / Theoretical Underpinnings of Model --- p.46 / Model Development --- p.50 / Hypotheses Development --- p.54 / Climate for Commitment and Team Role Performance --- p.54 / Mediating Role of Learning Goal Orientation in the Relationship between --- p.54 / Climate for Commitment and Team Role Performance --- p.58 / Chapter CHAPTER 4 --- METHODS --- p.68 / Sample and Procedures --- p.68 / Measures --- p.70 / Chapter CHAPTER 5 --- RESULTS --- p.76 / Factor Structure of the Measures --- p.76 / Descriptive Statistics and Correlations --- p.80 / Test of the Hypothesized Model --- p.82 / Chapter CHAPTER 6 --- DISCUSSION --- p.86 / Theoretical Implications --- p.88 / Practical Implications --- p.91 / Limitations --- p.92 / Future Directions for Research --- p.95 / Conclusion --- p.98 / REFERENCES --- p.99 / APPENDIX --- p.116 / Appendix I: Measurement Items for this Study --- p.116 / Appendix II: Questionnaire for Subordinate at Time 1 (Chinese) --- p.118 / Appendix III: Questionnaire for Subordinate at Time 2 (Chinese) --- p.124 / Appendix IV: Questionnaire for Supervisor (Chinese) --- p.130

A dissertation submitted to the Faculty of Arts, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Arts. / Teams have, over the last decade, become a popular feature of workplace design. The basis for this trend Is the belief that teamwork allows Individuals to satisfy more of their work-based needs and should therefore, ultimately, improve performance. Despite the increased implementation of teams across a broad spectrum of organisations, empirical research on teams is still in its formative stages and precisely what contributes to team effectiveness remains elusive. Addressing this need, the present study embodies an exploratory empirical investigation of teams as they are practised at the rock face of a gold mine. The research involved examining a sample of these teams using three specific variables which It was hypothesised, may explain the differences In performance between these teams. More specifically, this study Investigated the impact of Job satisfaction, internal work motivation and perceived psychological participation on team performance. Each of these individual variables was examined using a previously-validated scale. The variables were incorporated into a single questionnaire which was administered In a group session with each Individual in the teams sampled. A team performance measure (m2/man) was obtained directly from the mine. Statistical analysis of this data followed a logical progression. At the outset, a one-way ANOVA was run to assess whether statistically there were significant differences between the teams on each of the factors. Indicating that differences do indeed exist, the results justified the reduction of Individual scores in each team to a single aggregate of that variable for the team. Correlation tests were then run between each of the variables and the team performance measure. The results of this study suggest that there Is a significantly positive relationship between Job satisfaction and team productivity (r=.6376). This runs contrary to much of the previous research examining job satlsfactlon and Individual productivity, although it supports some researchers' suggestion that performance should be more broadly defined. This notion is / AC 2018

Although diversity is often thought to improve team performance by expanding the range of ideas available to the group, reported relationships between team diversity and performance have been somewhat weak (e.g., Bowers, Pharmer,&Salas, 2000; Devine&Philips, 2001; Webber&Donahue, 2001). One possible explanation for the lack of findings on team diversity is that past research has largely taken an absolute (i.e., how much diversity) rather than a relative perspective (i.e., what pattern of diversity; Tsui&O'Reilly, 1989; Tsui, Egan,&O'Reilly, 1992). Conceptually and operationally defining team diversity using faultlines - i.e., the pattern of how different types of demographic divisions either do or do not reinforce the salience of the subgroup - is one way to study diversity from a relative perspective. This thesis posits that the relative approach using faultlines may better elucidate the relationship between demography and team outcomes. In particular, this thesis posits that the structural arrangement of diversity (i.e., faultlines) among team members gives rise to relational patterns of trust and coordination, which in turn determine team performance. Results support the notion of a negative relation between faultline strength and team performance.

Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 199-204). Also available on the Internet.

Thesis (Ph. D.)--Open University. BLDSC no. DXN028515.

Thesis (Ph. D.)--University of Oregon, 2001. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 146-156). Also available for download via the World Wide Web; free to University of Oregon users.

Thesis (Ph. D.)--Rutgers University, 2008. / "Graduate Program in Sociology." Includes bibliographical references (p. 207-224).

Thesis (Ph. D.)--University of Washington, 2002. / Vita. Includes bibliographical references (leaves 308-332).

Thesis (Ph. D.)--Rutgers University, 2009. / "Graduate Program in Industrial Relations and Human Resources."