The Effect of Team-Building on Team Process and Performance

Bartlett, A. L. “Bart”; Probber, Jonathan; Mohammed, Susan

doi:10.1177/109634809902300305

Cited by 12 publications

(4 citation statements)

References 28 publications

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“…Finally, considering the importance of the buffering role of coworker support, organizations can mitigate the effect of abusive supervision and reduce abusive supervision by building better relationships among employees. This can be done by teambuilding exercises (Bartlett et al, 1999). Zhang (2017) suggests that employees prefer socializing as a team-building intervention because they can get to know coworkers beyond their immediate work role.…”

Section: Managerial Implicationsmentioning

confidence: 99%

The recursive relationship between abusive supervision and service performance

Shum

2020

JHTI

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PurposeDrawing upon the conservation of resources theory, this study investigates the recursive relationship between abusive supervision and service performance and the moderating role of coworker support in this recursive relationship.Design/methodology/approachThis study tests the model using moderated cross-lagged analysis with a three-wave longitudinal data from 146 hospitality employees who were working and studying in hospitality.FindingsResults support the recursive relationship: abusive supervision impairs service performance and employees with low service performance provoke abusive supervision. Coworker support mitigates the lagged effect between abusive supervision and service performance and that between service performance and abusive supervision.Practical implicationsHospitality organizations should have a zero-tolerance policy toward abusive supervision. Employees who would like to avoid abuse should improve their service performance and seek coworker support.Originality/valueThis study uses a novel analytical approach to examine the recursive relationship between abusive supervision and service performance. It provides evidence on the bidirectional causal relationship and sheds light on how employees can avoid getting abused. This study is also one of the first studies that examine the moderating role of coworker support on the effect of service performance on abusive supervision.

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Section: Managerial Implicationsmentioning

confidence: 99%

The recursive relationship between abusive supervision and service performance

Shum

2020

JHTI

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“…According to (Cohen & Bailey, 1997), so that teams can function effectively, a process is needed to build teams that can work together appropriately. The team-building process will help employees in cooperation, problem-solving, communication, and conflict management; through a team, building organizations will be able to develop more adaptive teams in responding to crises and work in a coordinated manner so that they can achieve their goals effectively (Bartlett, Probber, & Mohammed, 1999).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Team Building Intervention on Internal Communication in Lia S Associates Branding & Design Organizations

Setyawan¹,

Dharmayanti²,

Foedjiawati³

2020

ijbs

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This study aims to determine the impact of team building interventions on the internal communication of Lia S Associates Branding & Design. Based on the diagnose results, the organization has a lack of internal organizational communication which results in important information not being conveyed properly and makes employee unable to make decision properly. Therefore researchers conducted team building interventions to improve internal communication. Researcher used the action research method, with three stages namely Pre ODI, ODI and Post ODI. To see the changes after the intervention researchers compared the Pre Test & Post Test results, it was found that there were insignificant changes after the intervention, This is due to the lack of organizational commitment to the intervention process so that the intervention has not been able to bring about changes

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“…In recent years, teams have become very popular and effective way of managing and performing work tasks. Organizations (both work and non work) are increasingly using teams to streamline processes, enhance participation, and improve quality (Cohen & Bailey, 1997[26]; Bartlett, Probber & Mohammed, 2007).…”

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confidence: 99%

Individual and Group Level Antecedents of Team-Member Exchange (TMX) and its Associated Outcomes

Srivastava¹,

Singh²

2015

IJME

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In recent years, teams have become a popular and efficient way of managing and performing work tasks. The idea behind teams is that if they are structured to maximize communication density, connectivity, and minimize hierarchy, there will be greater flexibility in communicating, cooperating, and collaborating on work-related tasks. Human resources are growing concern for today’s competitive organizations. Therefore it is very essential to focus on this issue seriously. In this review paper, we have integrated empirical research regarding the antecedents and consequences of Team-Member Exchange (TMX). An exchange relationship between team members is very critical but relatively unexplored phenomenon in the field of organizational behaviour. We have proposed a theoretical model to study certain selected antecedents (or predictor) and consequences of team-member exchange (TMX) process, both at the individual and group level. The individual level antecedents included in this paper are organizational justice, emotional intelligence, workplace friendship and group level antecedents are collectivistic orientation, team similarity, team identification, team-member affect, team reflexivity and group potency. Likewise, individual level outcomes associated with high quality team-member exchange are organizational citizenship behaviour, job performance, mental health and group level outcomes associated with high quality team-member exchange are team conflict, team climate, team commitment, team performance and team innovativeness. Further, several preliminary propositions have been offered to guide future research and the role of team-member exchange (TMX) within a broad theoretical and empirical context is discussed.Finally, we have discussed the gaps in the relevant literature, major issues for future research on team-member exchange (TMX) along with implications and interventions about how management can develop good interrelationships between co-workers.

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The Effect of Team-Building on Team Process and Performance

Cited by 12 publications

References 28 publications

The recursive relationship between abusive supervision and service performance

The recursive relationship between abusive supervision and service performance

The Impact of Team Building Intervention on Internal Communication in Lia S Associates Branding & Design Organizations

Individual and Group Level Antecedents of Team-Member Exchange (TMX) and its Associated Outcomes

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