Le fonctionnement interne des équipes de travail: Conception et mesure.

Abstract

Revue canadienne des sciences du comportement, 2006, 38:2, 120-135 Résumé L'objet de cette étude consiste, d'une part, à proposer une conception multidimensionnelle du fonctionnement interne des équipes de travail et, d'autre part, à présenter les résultats d'une étude visant à vérifier la validité de cette conception sur le plan opérationnel. Pour ce faire, un comité d'experts du domaine des équipes de travail a développé un questionnaire sur le fonctionnement interne des équipes de travail. Cette première version du questionnaire a été administrée à un échantillon comptant 568 membres (63 équipes) provenant du réseau de la santé et des services sociaux en vue de vérifier les propriétés psychométriques et d'apporter certaines modifications à l'instrument. Dans une perspective de validation, la seconde version du questionnaire a été administrée à un deuxième échantillon composé de 376 membres (71 équipes) provenant des secteurs privé et parapublic. Les résultats révèlent que le fonctionnement interne est composé de deux dimensions, à savoir le soutien interpersonnel et la gestion du travail de l'équipe. De plus, ces dimensions s'avèrent reliées positivement au rendement d'équipe qui est évalué par les supérieurs immédiats des membres. Enfin, les résultats indiquent que l'interdépen-dance des équipiers en regard de la tâche agit à titre de modérateur sur ces relations. AbstractThe goal of this research is, on the one hand, to propose a multidimensional conception of the internal functioning of work teams and, on the other hand, to present data on the validity of this conception at an operational level. With this intention, a group of subject matter experts in the area of work teams developed a questionnaire on internal functioning of work teams. This first version was administered to a sample of 568 members (63 teams) from a health and social services network in order to verify the psychometric characteristics and to make the necessary modifications. In a perspective of validation, the second version of the questionnaire was administered to a second sample of 376 members (71 teams) from private and parapublic sectors. The results show that the internal functioning consists of two dimensions, namely interpersonal support and team work management. Moreover, both dimensions are positively related to team performance as evaluated by the immediate superiors of the members. Finally, the results indicate that task interdependence plays a moderator role on these relationships.

Distributive justice, procedural justice, and psychological distress: The moderating effect of coworker support and work autonomy.

“…Coworker support. Rousseau, Aubé , and Savoie's (2006) scale was used to measure coworker support. This scale consists of 12 items that assess different forms of coworker support, such as helping to get the job done, encouraging to do good work, and transmitting work-related information.…”

The Knowledge Management Processes at Different Stages of Group Development

“…We can therefore conclude that the sharing and intentional dissemination process, one of the processes that is the least applied in phase 2, is the one in which phase 2 (Reframing) diff ers from the other two phases more clearly. This process is very sensitive to the set of behaviors that are likely to facilitate the implementation of common tasks within the teams -e.g., cooperation, communication, psychological support, confl ict management, planning/work organization, management of resources and support for innovation (Rousseau, Aubé, & Savoie, 2006). In phase 2 (Reframing), the dominant competition climate will tend to inhibit cooperative behaviors based on sharing and dissemination of information and knowledge.…”

“…The literature review which we carried out regarding working groups/teams and knowledge management allows us to affi rm that there are advantages in studying them in an articulated way (e.g., Ancona & Caldwell, 1992;Argote, Ingram, Levine, & Moreland, 2000;Argote, McEvily, & Reagans, 2003;Brown & Utterback, 1985;Henriksen, 2001;Ingram & Simons, 2002;Jehn & Shah, 1996;Lee, Gillespie, Mann, & Wearing, 2010;Liang, Moreland, & Argote, 1995;Love & Roper, 2009;Nelson & Cooprider, 1996;Zárraga & Bonache, 2003;Zhuge & Shi, 1997). Indeed, by one side, teamwork constitutes a way of managing and organizing the work which can contribute to increase productivity, quality of work life and ensure high levels of quality of products/ services (Rousseau, Aubé, & Savoie, 2006). Knowledge management, on the other hand, is nowadays a unique and intangible resource which can be used by groups and organizations in order to acquire advantages regarding competitiveness (Barney, 1991;Miller & Shamsie, 1996).…”

e-Learning and Team-based Learning. Practical Experience in Virtual Teams

“…In addition, the evaluation of the effectiveness of the functioning of the team was conducted by means of a 10-item questionnaire. It was created on the basis of the evaluation rubric for this competency, and is related to the dimensions of the internal functioning of teams (Rousseau, Aubé & Savoie, 2006). As an instrument of evaluation and guidance, this questionnaire was made available to the students from the start of the practical exercise.…”

“…However, the literature shows that they do not achieve optimum levels of performance if the cooperation agreements between their members are not satisfactory (Salas, Burke, Fowlkes, & Priest, 2004) or if there is a lack of ability to collaborate effectively and work more efficiently (DeChurch & Mesmer-Magnus, 2010). Rousseau, Aubé, & Savoie (2006) have established a set of behaviours adopted by the members of a team whose objective is to facilitate the execution of common tasks. It consists of seven dimensions: (1) cooperation; (2) communication; (3) psychological support; (4) conflict management; (5) work organisation/planning; (6) resource management, and; (7) support for innovation.…”