Employers rarely utilise their employees" capacity to assess the collegiality and productivity of their own work unit, yet they are determinants of employee retention and profitability. One reason is the lack of a reliable, valid survey instrument to measure collaboration viability (CoVi), which we postulate is the construct that employees use to implicitly assess their work unit. Inherent weaknesses of own-perception and peer-assessment instruments prevent them reliably measuring CoVi. A novel method overcoming respective deficiencies by combining the strengths of both approaches is proposed that we term peer"s-perception. It is contended that such an instrument may be improved through formulation in accordance with a universal model of collaboration. The model chosen is PILAR as it encapsulates a variety of social and organisational psychology theories. Prospects, involved, liked, agency and respect constitute five Pillars of collaboration . Based on this review, we propose a peer"s-perception instrument (Pillar-PP) and that this instrument be formally evaluated.Keywords: productivity, psychological safety, cohesion, collaboration, peer"s-perception, PILAR
Measuring Collaboration ViabilityCollaboration is a synergistic, voluntary combining of individual contributions for a collective goal (Hughes & Jones, 2011;Thomas et al., 2007). Viability of collaboration can be threatened, such as by interpersonal conflict, poor strategy, or selfish manoeuvring (Chen, Ünal, Leung, & Xin, 2016;Topping, 2010). Collaborators are instinctively wary of such behaviours, and monitor their threat to collective success. Upon sign of collaboration unviability, the member"s first recourse is to limit their ongoing investment, such as dedicating less time or money. Once perceived risks outweigh the likelihood of success, leaving the collaboration may be the only option, knowing that doing so may cause sacrificing investments already made (Kendall & Salas, 2015).It is desirable to ameliorate threats to collaboration before members curtail their participation, or withdraw completely, since either may become a self-fulfilling prophecy (Jehn & Mannix, 2001;Morgeson & DeRue, 2006). Reasons for collaboration breakdown highlighted by the literature are free-riders, interpersonal conflict and poor leadership (Kuhn, 2015), which may be ameliorated through retraining and changes to; roles, workflow processes, oversight systems, and delegation (Daley, 1992). To ensure that failing collaboration in the workplace may be identified and repaired, the present study seeks an instrument that can reliably measure collaboration viability (CoVi).The standard method of measuring constructs reminiscent of CoVi is to survey group members for their perceptions of the group, which this article terms own-perception (Edmondson, 1999). A second approach is peer-assessment, which is rarely used to measure CoVi, but offers certain advantages over own-perception. We examine the weaknesses and ISSN 2162-3058 2017 http://ijhrs.macrothink.org 177 strengths of ...