Effort Gains in Occupational Teams – The Effects of Social Competition and Social Indispensability

Hertel, Guido; Nohe, Christoph; Wessolowski, Katrin; Meltz, Oliver; Pape, Justina C.; Fink, Jonas; Hüffmeier, Joachim

doi:10.3389/fpsyg.2018.00769

Cited by 23 publications

(14 citation statements)

References 83 publications

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“…Specifically, although the perception of social indispensability increases with later positions during sequential work (Hüffmeier & Hertel, 2011), it does not seem to be tied exclusively to sequential workflows. In fact, recent work has also shown a motivating effect of teamwork due to social indispensability in a mixed sample of employees from teams with nonsequential workflows (Hertel et al, 2017).…”

Section: Discussionmentioning

confidence: 99%

On the boundary conditions of effort losses and effort gains in action teams.

Hüffmeier¹,

Filusch²,

Mazei³

et al. 2017

Journal of Applied Psychology

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While people's willingness to work hard can be reduced in teams (i.e., effort losses in teams as compared with individual work), it is less recognized that teamwork can also stimulate additional efforts (i.e., effort gains). Building on and extending existing theory, we (a) suggest an integration of these two research streams, and (b) provide evidence for team-related effort gains in action teams. In a first study, we tested our predictions by reanalyzing a field data set of 302,576 swimming performances in individual and relay races (Neugart & Richiardi, 2013). Consistent with our hypotheses, we observed a linear increase in effort across the relay. The first relay swimmers showed effort losses in the relay as compared with the individual competition whereas the remaining relay swimmers showed effort gains. However, this was only evident (a) when team members could realistically expect meaningful team outcomes in return for their performance, and (b) when the valence of these outcomes was equivalent to individual competitions. If such favorable conditions were not given, we found effort losses in team as compared with individual competitions at all relay positions. Results of a second study (N = 228) showed that the linear increase in effort across the relay was indeed attributable to the team members' serial position and not to their relative strength. Together, the studies demonstrate the motivating potential of teamwork even in the high performance contexts of action teams, such as competitive sports relays, where athletes are already highly motivated in their individual competitions. (PsycINFO Database Record

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Section: Discussionmentioning

confidence: 99%

On the boundary conditions of effort losses and effort gains in action teams.

Hüffmeier¹,

Filusch²,

Mazei³

et al. 2017

Journal of Applied Psychology

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“…In general, more research is desirable on social bonding in teams and on coping with fatigue and self-motivation problems, considering the higher needs for social support, feelings of security, as well as structure and leadership in a pandemic crisis. Examples in this respect are gamification techniques (e.g., Suh, Cheung, Ahuja, & Wagner, 2017) or stressing indispensability of the individual member for the team (e.g., Hertel, Konradt, & Orlikowski, 2004;Hertel, Nohe, Wessolowski, Meltz, Pape, Fink, & Hüffmeier, 2018). Moreover, information systems (e.g., automated documentation of task progress, simulations of different outcome opportunities) might further support virtual teams.…”

Section: Virtual Teamworkmentioning

confidence: 99%

Pandemics: Implications for Research and Practice in Industrial and Organizational Psychology

Rudolph¹,

Allan²,

Clark³

et al. 2020

Preprint

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Pandemics have historically shaped the world of work in various ways. With COVID-19 presenting as a global pandemic, there is much speculation about the impact that this crisis will have for the future of work and for people working in organizations. In this article, we discuss 10 of the most relevant research and practice topics in the field of industrial and organizational (IO) psychology that will likely be impacted by COVID-19. For each of these topics, the pandemic crisis is creating new work-related challenges, but also presenting various opportunities. The topics discussed herein include occupational health and safety, work-family issues, telecommuting, virtual teamwork, job insecurity, precarious work, leadership, human resources policy, the aging workforce, and careers. This article sets the stage for further discussion of various ways in which IO psychology research and practice can address the impacts of COVID- 19 for work and organizational processes that are affecting workers now and will shape the future of work and organizations in both the short and long term. This article concludes by inviting IO psychology researchers and practitioners to address the challenges and opportunities of COVID-19 head-on by proactively innovating the work that we do in support of workers, organizations, and society as a whole.

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“…Moreover, mutual helping and social support in teams (also from team supervisors) can increase team members’ affect and motivation even beyond the level of individual work (e.g., Hüffmeier, Wessolowski, van Randenborgh, Bothin, Schmid‐Lortzer, & Hertel, 2014). One central mechanism for this effect is that team members experience to be significant or meaningful to others (Hertel, Nohe, Wessolowski, Meltz, Pape, Fink, & Hüffmeier, 2018; Igou, Blake, & Bless, 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Managing Pandemics—Demands, Resources, and Effective Behaviors Within Crisis Management Teams

et al. 2021

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Pandemics, such as the COVID‐19 crisis, are very complex emergencies that can neither be handled by individuals nor by any single municipality, organization or even country alone. Such situations require multidisciplinary crisis management teams (CMTs) at different administrative levels. However, most existing CMTs are trained for rather local and temporary emergencies but not for international and long‐lasting crises. Moreover, CMT members in a pandemic face additional demands due to unknown characteristics of the disease and a highly volatile environment. To support and ensure the effectiveness of CMTs, we need to understand how CMT members can successfully cope with these multiple demands. Connecting teamwork research with the job demands and resources approach as starting framework, we conducted structured interviews and critical incident analyses with 144 members of various CMTs during the COVID‐19 pandemic. Content analyses revealed both perceived demands as well as perceived resources in CMTs. Moreover, structuring work processes, open, precise and regular communication, and anticipatory, goal‐oriented and fast problem solving were described as particularly effective behaviors in CMTs. We illustrate our findings in an integrated model and derive practical recommendations for the work and future training of CMTs.

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Effort Gains in Occupational Teams – The Effects of Social Competition and Social Indispensability

Cited by 23 publications

References 83 publications

On the boundary conditions of effort losses and effort gains in action teams.

On the boundary conditions of effort losses and effort gains in action teams.

Pandemics: Implications for Research and Practice in Industrial and Organizational Psychology

Managing Pandemics—Demands, Resources, and Effective Behaviors Within Crisis Management Teams

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