Dissertations / Theses on the topic 'Teams in the workplace'
To see the other types of publications on this topic, follow the link: Teams in the workplace.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 dissertations / theses for your research on the topic 'Teams in the workplace.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
1
Fitzpatrick, Erin Lillian. "Forming effective teams in a workplace environment." Thesis, The University of Arizona, 2000. http://hdl.handle.net/10150/292015.
Abstract:
Throughout much of the past century, manufacturing efficiencies were gained by constructing systems from independently designed and optimized tasks. Recent theories and practice have extolled the virtues of team-based practices that rely on human flexibility and empowerment to improve integrated system performance. The formation of teams requires consideration of innate tendencies and interpersonal skills as well as technical skills. In this project we develop and test mathematical models for formation of effective human teams. Team membership is selected to ensure sufficient breadth and depth of technical skills. In addition, measures of worker conative tendencies are used along with empirical results on desirable team mix to form maximally effective teams.
2
Chapman-Blair, Sharon. "Talking about teams within a team building context: a discourse analytic study." Thesis, Rhodes University, 2001. http://hdl.handle.net/10962/d1002456.
Abstract:
This research initiative responds to some of the issues raised by theoretical challenges leveled at Industrial Psychology (postmodernism), and practical challenges in the workplace (the use of teams) by investigating notions of what a team is via the postmodern methodology of discourse analysis. The research explores “team talk” – repertoires of speech employed by individuals to construct particular versions of “the team” for specific effects, of importance given emphasis placed on shared understanding, expectations and goals in a “team”. A Rhodes University Industrial Psychology Honours class required to work as a team (having participated in a team building exercise), as well as their lecturers who facilitated the team building process were interviewed to obtain “talk” to analyse. This uncovered a multiplicity of meaning, namely four ways of speaking about (constructing) the team. These repertoires are explored in terms of how they are constructed, how they differ across context and speakers, how they interrelate and what they function to achieve. The educational team repertoire constructs academic hierarchy, justifies individualism, positions members as experts and maintains distance from interpersonal processes. The machine repertoire divides work and interpersonal issues, regulates productivity and constructs team roles (defining individual activity and “team fit”), but is inflexible to change. The family repertoire voices emotive aspects to maintain cohesion via conformity, leaderlessness, group identity and shared achievement, but cannot accommodate conflict or workpersonal boundaries. The psychologised team repertoire constructs the team primarily as a therapeutic entity legitimately creating individual identities (and expertise) and facilitating personal growth, but this flounders when support in the “team” fails. Given that each repertoire has a different emphasis (reflective learning versus work processes versus building relationships versus personal growth), there are slippages / clashes between repertoires. This postmodern look at “the team” thus assists in recognizing and problematising these multiple meanings and identifying practical implications.
3
Smoczyk, Brian E. "Effective development of corporate work teams." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998smoczykb.pdf.
4
Sharp, Jason H. Ryan Sherry DeMent. "Globally distributed agile teams an exploratory study of the dimensions contributing to successful team configuration /." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9737.
5
Thomas, Brian Anthony. "Distal and proximal team processes as mediators on the training outcomes-training transfer relationship." Thesis, Available online, Georgia Institute of Technology, 2004:, 2003. http://etd.gatech.edu/theses/available/etd-04072004-180227/unrestricted/thomas%5Fbrian%5Fa%5F200312%5Fma.pdf.
6
Mehta, Nikhil Byrd Terry Anthony. "Knowledge integration in software teams an analysis of team, project, and IT-related issues /." Auburn, Ala., 2006. http://repo.lib.auburn.edu/Send%2012-15-07/MEHTA_NIKHIL_1.pdf.
7
Sharp, Jason H. "Globally Distributed Agile Teams: An Exploratory Study of the Dimensions Contributing to Successful Team Configuration." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9737/.
Abstract:
Drawing upon configurational theory, work group design research, virtualness concepts, and the software agility literature, the purpose of this study was to provide a starting point for theorizing about the successful configuration of globally distributed agile teams by exploring the dimensions of team structure, virtualness, and agility. Due to the complex nature of this topic, the need to examine the phenomenon within its natural setting, and the limited amount of research that has been conducted in this particular area, this study adopted an embedded multiple-case research design. The primary data collection method consisted of semi-structured interviews involving members of globally distributed agile teams within three U.S. based organizations with members located in distributed sights in multiple countries. Additional data were collected from archival records. Within-case and cross-analysis was conducted using qualitative data analysis software. This study provides a starting point for answering the question of how the configuration of globally distributed agile teams differs from the configuration of other types of globally distributed teams; it synthesizes past research and findings into a comprehensive theoretical framework; it provides a starting point for theorizing about the successful configuration of globally distributed agile teams; it helps practitioners to identify and address the challenges related to the configuration of globally distributed agile teams; and it presents a set of best practices which will inform organizations on how to configure their globally distributed agile teams.
8
Roberge, Marie-Élène. "When and how does diversity increase group performance? a theoretical model followed by an experimental study /." Columbus, Ohio : Ohio State University, 2007. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1187203714.
9
Hass, Nicolette P. "The power of teams: Do self-managing work teams influence managers' perceptions of potency?" Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4961/.
Abstract:
The present study examined the perceptions of teams and managers on team potency levels as a function of stage of team development. Drawing from the power and influence literature, potency was established as a means by which to assess team's internal dynamics. Stage of team development was separated into four categories including pseudo, potential, real and high performance teams. Archival data included 45 teams and managers gathered from the manufacturing and service industries. Results indicated a significant linear relationship between team perceptions of team potency and stage of team development. Additionally, potency perceptions of teams significantly differentiated between the four stages of team development. Manager perceptions of team potency produced non-significant results. Possible explanations of the results as well as implications for practice and future research are provided.
10
Giesler, Achmed. "Successful project teams." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/4796.
Abstract:
Mini-research report presented in partial fulfilment of the requirements for the degree of Master of Business Administration at the University of Stellenbosch.Thesis (MBA (Business Management))--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: This report is a literature study that focuses on the characteristics of successful project teams in the research and development environment. Successful project teams are becoming an increasingly important factor in business. However, traditional quantitative project management tools no longer give project teams a competitive edge - additional qualitative tools are required, following a systems approach. A number of characteristics of project teams, with the focus on the qualitative issues, particularly the people issues, are investigated. A project team operates in the context of its environment, mostly an organisation with a structure and an organisational culture. Methods and concepts in selecting and managing a dynamic project team within a turbulent and fast changing environment are discussed. The topics covered are: environmental fit, visions and goals, leadership and team roles, systems and procedures, values, organisational culture, rewards and recognition methods,and training and development. This literature study aims to encourage a paradigm shift away form the traditional triangle of budget, brief and time towards a stronger focus on people issues as people are the most important assets of a project team. As people do not behave in a linear way, as required for quantitative tools, new methods and tools are required. The hypothesis that was subsequently formulated from this study states that research and development teams can be more successful if they are regarded as a non-linear system consisting of various inputs, processes and outputs.
AFRIKAANSE OPSOMMING: Hierdie verslag is 'n literatuurstudie wat fokus op die eienskappe van suksesvolle projekspanne in 'n navorsings en ontwikkelings omgewing. Suksesvolle projekspanne raak al hoe belangriker in besigheid. Tradisionele kwantitatiewe metodes is nie meer voldoende vir projekspanne om 'n kompeterende voordeel te bekom nie en moet hierdie metodes aangevul word met kwalitatiewe metodes gebaseer op 'n stelselbenadering. Verskeie karakteristieke van projekspanne, met die fokus op kwalitatiewe eienskappe, in besonder die menslike aspekte word ondersoek. 'n Projekspan funksioneer in die konteks van sy omgewing, meestal 'n organisasie met 'n struktuur en organisatoriese kultuur. Metodes en konsepte in die seleksie en bestuur van 'n dinamiese projekspan in 'n tubulente en vinnig veranderende omgewing word bespreek. Die temas wat gedek word is: omgewingsaanpassing,visie en doelwitte, leierskap en spanrolle, stelsels en prosedures, waardes, organisatoriese kultuur, vergoedings en erkennings metodes, en opleiding en ontwikkeling. Hierdie literatuurstudie mik om 'n paradigma skuif aan te moedig, weg van die tradisionele driehoek van begroting, doelwit en tyd, na 'n sterker fokus op menslikesake aangesien mense die belangrikste bates van 'n projekspan is. Aangesien mense nie op 'n liniere manier reageer soos wat nodig is vir kwantitatiewe metodes nie, word nuwe metodes en gereedskap benodig. Die hipotese wat geformuleer is uit hierdie navorsing, se dat navorsings en ontwikkelingspanne meer suksesvol kan wees indien hulle gesien word as 'n nie-liniere stelsel wat bestaan uit verskeie insette, prosesse en uitsette.
11
Burress, Mary Ann. "The Relationship between Team Leader Behaviors and Team Performance and Satisfaction." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278408/.
Abstract:
The purpose of this study, a quasi experimental design, was to investigate the relationship between team leader behavior and team performance and satisfaction. This field research tested leader behavior dimensions from two theoretical models of team effectiveness: Hackman's (1992) "expert available coaching," and Cohen's (1994) "encouraging supervisory behaviors." The relationship between coaching behaviors and team performance, employee, and customer satisfaction was assessed. Manager behavior was assessed with the SMT Leader Survey (Burress, 1994), an instrument determined appropriate for team environments, that measures Communication, Administration, Leadership, Interpersonal Skills, Thinking, and Flexibility. Employee satisfaction and performance information was archival data provided by the organization. The results demonstrated that leader behavior is a less important component of team effectiveness than initially expected. Even though direct customer interaction was 25% of these manager jobs and considered the organization's most important predictor of corporate profitability, no relationship between leader behavior and customer satisfaction was found. Among the key findings was, that while flexibility differentiated leader behavior more than any other scale, its relationship with both team performance and team satisfaction was negative. Interpersonal skills were positively associated with team performance, while leadership was positively associated with team performance and satisfaction. The SMT data were factor analyzed and formed into three factors. Two were historical leadership constructs: consideration (which correlated positively with employee satisfaction) and structure. A third factor, decisiveness, was negatively related to team performance. This research determined some essential skills for managing high performance teams and improving employee satisfaction. The results indicate that managers in a team environment may need to alter their roles if high performance and employee satisfaction are organizational objectives. Possibilities include building and developing the corporation's business, creating in depth relationships with customers, and establishing alliances and partnerships with other organizations. These roles will require new manager skills which have the potential to increase manager job satisfaction and augment manager value to the corporation.
12
Craig, Kenneth Bruce. "Investigating teamwork competencies in the value chain of a selected wool brokerage logistics department." Thesis, Nelson Mandela Metropolitan University, 2008. http://hdl.handle.net/10948/936.
Abstract:
department of BKB Ltd. The research aimed at addressing the team balance, the environment and culture in which the team operates and teamwork competencies of the value chain. Thus, creating a high performance value chain team will add to the success of the team, and hence the company as a whole. Research to establish the degree of teamwork within the value chain was undertaken. A survey which included a structured self-administered questionnaire was used to elicit information from all eight value chain team members (four section heads and their four supervisors), who represented the entire cross-section of the value chain team. The research revealed the following important points pertaining to the value chain team: • The team’s balance needs to be addressed; and • The culture and environment in which the team operates needs to be reviewed. Points of interest pertaining to teamwork competencies include the following: • The degree of teamwork is average; • The level of individual competencies is high; • The extent that team members are team players is average; • That team communication is below average; • A high perception of hidden agendas exists; • Dysfunctional team conflict exists; • A high level of empowerment and autonomy exists; • Team leadership - team linker is absent; • Co-operation and collaboration is below average; • Team attitude is high; • Team motivation is high; • Team strategies exist, but need more attention; • Team set goals are set; • Free-wheelers exist in the team; • Job satisfaction is above average; • Team recognition is high; and • Team synergy is average. Teamwork needs to be analyzed holistically, to ensure that the complex dynamics of teamwork is acknowledged and understood. A greater knowledge and understanding of the characteristics and measurement criteria of teamwork will equip team enthusiasts in building high performance teams, to the benefit of all role players. High performance team based organisations will add to the current and future success of the business. As the term “synergy” implies, the result is greater than the sum of the individual effects and capabilities. This emphasises why team-based organisations are fast becoming the modern trend of doing business.
13
Huang, Yu. "Critical analysis of related research on characteristics of high performance virtual teams." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007huangy.pdf.
14
Bhayroo, Hiran. "Building high performance teams in virtual organisations." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/97311.
Abstract:
Thesis (MBA)--Stellenbosch University, 2015.ENGLISH ABSTRACT: The research assignment was conducted to evaluate the influential dimensions for building high performing teams in virtual organisations. The new business unit, Middle East and Africa has the challenge of operating globally for the first time. The leadership has the daunting task of getting the virtual team to become a high performance team. An intensive literature review was conducted to draw on the knowledge of previous theory for both high performance teams as well as virtual organisations. A representative sample of the organisation’s leadership was interviewed by means of an online questionnaire, whilst employees were survey by means of both physical and online surveys. The results provided insights into the dimensions that strongly influence high performance teams in virtual global organisations. A deeper understanding of success factors that influence team performance and virtual organisations were learnt and recommendations was made to the company.
15
Jenner, Mark Steven. "Designing high performance teams for projects : a study of 49 project teams in the UK construction industry." n.p, 1996. http://ethos.bl.uk/.
16
Victor, Johan. "The development of the team effectiveness measure (TEM) : an assessment instrument for use in identifying and developing team effectiveness." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52514.
Abstract:
Thesis (MBA)--Stellenbosch University, 2001.ENGLISH ABSTRACT: Team effectiveness will be crucial to the success of managers and their organisations in the twenty first century. Managers will have to determine the effectiveness of their teams with the help of valid and reliable measurement instruments. This study project was undertaken to design and develop a team effectiveness assessment instrument that has been proven to be internally valid and reliable, for use by managers in order to identify and develop team effectiveness in their work teams. The construction of the Team Effectiveness Measure (TEM) depended largely on the identification of the elements that are needed for a team to be effective. This was achieved by researching existing literature and extracting a list of elements that was common to effective teams. The resultant Team Effectiveness Criterion Instrument, used in conjunction with practical experience, was then used to construct the Preliminary TEM. The methodology used in constructing and validating the TEM consisted of five steps. The concept of team effectiveness was specified, by using the results of the literature study, which identified eight discernible dimensions of team effectiveness. These dimensions are: balanced composition, clear objectives and focus, positive climate, dynamic culture, effective relationships, open communication, sound procedures and effective leadership. The next step was to create a pool of items by using the findings of the literature study. This resulted in a total pool of one hundred items, which were included in the Preliminary TEM. The format of the TEM was then constructed, consisting of demographic information and a Semantic Differential Scale, with a seven point bipolar rating scale. The next step was to determine the construct validity of the TEM. Applying the Preliminary TEM to a sample group of one hundred and ninety six people, and subjecting the results to statistical analysis achieved this. The Item Total Correlation and Coefficient Alpha was determined, followed by a Factor Analysis, which led to the refinement of the Preliminary TEM. The end result was the final TEM, which consisted of three main factors and a total of thirty elements. The results of the analysis of the final TEM, being an extremely high Cronbach Coefficient -Alpha of 0.94, and a consistently high Item Total Correlation, is evidence of the internal consistency of the TEM. The results of the factor analysis, a loading of more than 0.6 on all items, reflect positively on the construct validity of the TEM. Only the items with the highest level of reliability were retained. The final conclusion, based on the results, was that the contents of the TEM were sufficiently validated and was usable as an instrument for assessing team effectiveness. This means that the results obtained from the use of the instrument can be trusted and used for making recommendations on the development of a team. It must however, be noted that the TEM needs to be subjected to further reliability and construct validity testing. This does not however, detract from the fact that the TEM can be used effectively as a measure for managers for team effectiveness, team functioning, identifying symptoms of poor team work that prohibits performance and for measuring the "temperature" of the team.
AFRIKAANSE OPSOMMING: Die sukses van bestuurders en organisasies in die een-en-twintigste eeu is deels afhanklik van die sukses en die effektiwiteit van hul werkspanne. Bestuurders sal geldige en betroubare meetinstrumente nodig hê om te bepaal op watter vlak van effektiewe werking hulle spanne is. Die doel van hierdie studie projek was om 'n meetsinstrument vir spaneffektiwiteit te ontwerp en ontwikkel, wat getoets is vir interne geldigheid en betroubaarheid. Die meetinstrument moet gebruik kan word deur bestuurders om spaneffektiwiteit te indentifiseer en ontwikkel. Dit was belangrik om eers die elemente wat nodig is vir spanne om effektief te funksioneer, te identifiseer, deur gebruik te maak van 'n literatuurstudie oor spaneffektiwiteit. Die bestaande literatuur is gebruik om 'n lys van elemente te identifiseer wat algemeen in effektiewe spanne voorkom. Hierdie lys van elemente, sowel as praktiese ervaring, is gebruik om die Voorlopige Spaneffektiwiteits Meetinstrument (TEM) op te stel. Die metedologie wat gebruik is, is om 'n vyf stap benadering te volg in die ontwikkeling van die TEM. Eerstens is die konsep van spaneffektiwiteit gespesifiseer, deur gebruik te maak van die resultate van die literatuur studie. Agt dimensies is as volg geidentifiseer: Gebalanseerde samestelling, duidelike doelwitte en fokus, positiewe klimaat, dinamiese kultuur, effektiewe verhoudinge, oop kommunikasie, gevestigde prosedure, en goeie leierskap. In die volgende stap is 'n poel van items saamgestel deur gebruik te maak van die bevindinge van die literatuurstudie. In totaal is 100 items ingesluit in die Voorlopige TEM. Volgende aan die beurt was die opstel van die formaat van die TEM, wat bestaan het uit demografiese inligting, sowel as 'n Semanties Differensiële Skaal met 'n sewe punt bipolêre skaal. Dit is gevolg deur die vastelling van die konstruk geldigheid van die TEM, deur die toepassing van die vraelys op 196 mense en die statistese verwerking van die resultate. Die Item Totaal Korrelasie en die Koëffisient Alfa is bepaal en dit is gevolg deur 'n Faktor Analise. Hierdie resultate is gebruik om die TEM te verfyn tot 'n instrument met drie hoof faktore en 'n totaal van dertig items. Bewyse vir die interne konsekentheid van die TEM is verkry deur die hoë Cronbach Koëffisient van 0.94, en 'n deurlopende hoë Item Totaal Korrelasie. Die resultate van die Faktor Analise was 'n deurlopende hoë telling van meer as 0.6, wat positief reflekteer op die konstruk geldigheid van die TEM. Slegs die items met die hoogste vlak van betroubaarheid is gekies vir insluiting in die finale TEM. Dit alles dui daarop dat die resultate wat vekry gaan word deur die toepassing van die TEM op spanne, vertrou kan word en gebruik kan word om aanbevelings te maak vir die ontwikkeling van die span. Daar moet egter genoem word dat verdere betroubaarheid en konstruk geldigheid studies nodig sal wees op die TEM, aangesien die TEM slegs vir interne geldigheid getoets is. Die resultate van die analise is egter bevredigend genoeg dat die TEM met vertroue gebruik kan word deur bestuurders om die vlak van ontwikkeling en effektiwiteit van hul spanne te kan bepaal.
17
Ali, Irena. "Does team training make a difference? a comparison of early MEAO and AMTG voices on predeployment training and team issues - sub-task report for the human dimensions of NCW /." Canberra : Defence Science and Technology Organisation, 2008. http://nla.gov.au/nla.arc-24764.
Abstract:
Mode of access: Internet via World Wide Web. Available at http://hdl.handle.net/1947/9667."September 2008" Title from PDF cover (viewed on 25 September, 2009) Includes bibliographical references.
18
Root, Dawn G. (Dawn Gaignat). "Relationship of Team Design and Maintenance on Performance and Satisfaction for Self-Directed Work Teams." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc277802/.
Abstract:
Five models for designing work teams from the Work Group Design Measure (Campion & Medsker, 1992b) and the models7 relationships to effectiveness criteria were compared using 30 self-directed work teams (SDWTs) in a manufacturing/production setting of a large defense contractor. The models which are from social psychology, socio-technical systems theory, industrial engineering, and organizational psychology include Job Design, Composition, Context/Resources, Potency/Interdependence, and Process. The study also examined distinguishing demographics, team characteristics, and interpersonal processes within the teams that differentiate higher performing teams and/or teams with higher job satisfaction. Effectiveness criteria were performance and job satisfaction. Among the findings, four of the five team design models (i.e., excluding the Composition Model), and the team-oriented interpersonal group processes correlated with performance and SDWT member job satisfaction.
19
Kimura, Shinko. "Influence of teamwork aptitude and personal characteristics of team members on team effectiveness: How should we form effective teams?" CSUSB ScholarWorks, 2007. https://scholarworks.lib.csusb.edu/etd-project/3286.
Abstract:
This study examines the factors that are important for team success by exploring the best possible criteria for selecting members for teamwork. Two models of team composition were proposed, productivty and synergy. The findings are discussed for their implications for team satisfaction and productivity.
20
Morgan, Manley G. "Using action research to determine and resolve team issues for courseware developers." [Denver, Colo.] : Regis University, 2005. http://165.236.235.140/lib/MMorgan2005.pdf.
21
Müthel, Miriam Kahle Egbert. "Erfolgreiche Teamarbeit in deutsch-chinesischen Projekten." Wiesbaden : Deutscher Universitäts-Verlag, 2006. http://site.ebrary.com/id/10223600.
22
Amelung, Christopher J. "A context-aware notification framework for developers of computer supported collaborative environments." Diss., Columbia, Mo. : University of Missouri-Columbia, 2005. http://hdl.handle.net/10355/4127.
Abstract:
Thesis (Ph. D.)--University of Missouri-Columbia, 2005.The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file viewed on (May 23, 2006) Vita. Includes bibliographical references.
23
Erdheim, Jesse Hackman J. Richard. "Positive and negative affect how do they impact Hackman's (1987) model of group effectiveness /." Bowling Green, Ohio : Bowling Green State University, 2007. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=bgsu1170958005.
24
Grové, Adri-Susan. "Teamwork in 21st century South African organisations understanding the expectations on multiple levels /." Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-06102008-140851.
25
Less, Adam A. "Teamwork skills." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998lessa.pdf.
26
Bennesch, Loren. "Identifying and addressing problem processes cultivating group development in coordinated community response teams /." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999benneschl.pdf.
27
Chang, Artemis C. F. "Time in groups :\bgroup development, time management, appraised structured use of time, and group effectiveness /." St. Lucia, Qld, 2001. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16095.pdf.
28
Robbertze, Ruhan. "The relationship between workplace training, the perceived effectiveness of training and organisational commitment." Diss., University of Pretoria, 2009. http://hdl.handle.net/2263/23239.
Abstract:
The core objective of this study was to explore the relationship between training method, the perceived effectiveness of workplace training and the three dimensions of organisational commitment namely, affective, normative and continuance commitment. The question that initiated the exploration was the role of learnerships in the workplace and whether or not they, as a different method of workplace training were perceived as effective training methods by learners and if this was related to the three types of organisational commitment, namely; affective, normative and continuance commitment. A quasi experimental methodology with a static group design was adopted. No randomisation or matching of groups utilised in this study took place. Questionnaires were sent out to the learnership trained (test group) and alternatively trained employees (control group) performing phlebotomy. The responses obtained were coded and run through SPSS v16. Descriptive statistics together with validity percentages were obtained. Group statistics were obtained. An Independent Samples t-test was run and Cohen’s size effect test was calculated. A Pearson’s Correlation Matrix was utilised to test the variance between perceived effectiveness of training and the three types of organisational commitment. Findings indicated that the learnership trained employees did perceive their training as more effective. The Pearson’s Correlation Matrix also indicated that a significant correlation was found between the perceived effectiveness of training and all three types of organisational commitment. However, learnership trained employees did not demonstrate higher levels of organisational commitment.Dissertation (MBA)--University of Pretoria, 2010.
Gordon Institute of Business Science (GIBS)
unrestricted
29
Morrow, Jeffrey A. "Tracking consensus in product development teams /." Thesis, Connect to this title online; UW restricted, 1998. http://hdl.handle.net/1773/10694.
30
Ochani, Manju. "Effects of Venture Team Demographic Characteristics on Team Interpersonal Process Effectiveness in Computer Related Venture Teams." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278275/.
Abstract:
In order to remain competitive, firms must be able to merge diverse, differentiated people into teams. In comparison to solo ventures, venture teams not only offer a broader base of physical and financial resources and varying points of view, but also positively influence the profitability, growth, and survivability potential of new ventures. Despite the growing importance and potential benefits offered by venture teams, relatively little is known about assembling and maintaining effective venture teams in the field of entrepreneurship. More specifically, information is needed to understand what composition and combination of demographic characteristics of team members would contribute to the effectiveness and success of a venture team. In this study the relationship between venture team demographic characteristics and team effectiveness (which is defined in terms of the interpersonal process of venture team members in their group activities) is investigated. The demographic characteristics examined include average age, age heterogeneity, average level of education, educational background heterogeneity, gender heterogeneity, and functional background heterogeneity. A field study, involving face-to-face and telephone interviews with the venture teams is used to gather data from40 computer related venture teams in a large midwest U.S. city. The venture teams are identified through the local Chambers of Commerce, peer referrals, and library research. Information is gathered on demographics and team interpersonal process effectiveness using a pre-validated instrument. Data are analyzed using regression analysis. The results indicate that average age negatively and significantly relates with team interpersonal process effectiveness. Furthermore, average level of education positively and significantly relates with team interpersonal process effectiveness. The other demographic variables, age heterogeneity, educational background heterogeneity, gender heterogeneity, and functional background heterogeneity do not produce significant relationships.
31
Adamovic, Mladen. "Fairness in Work Teams : The Integration of Organizational Justice with Workplace Conflict, Workplace Dissimilarity, and National Cultural Values." Thesis, Toulouse 1, 2014. http://www.theses.fr/2014TOU10041.
Abstract:
Les recherches sur la justice organisationnelle ont prouvé que l’équité était un concept majeur pour appréhender l’expérience de travail des salariés. Pourtant, les chercheurs en ce domaine ont focalisé leur attention sur la relation verticale entre salariés et managers ou entre les salariés et les organisations auxquelles ils appartiennent, au détriment des rapports entre individus de même niveau hiérarchique. Cette thèse a pour but de présenter le concept de justice dans les équipes de travail en analysant la perception des salariés quant au traitement qui leur ait réservé, à titre individuel, sur leur lieu de travail. Afin de démontrer la pertinence théorique et pratique de la perception individuelle de l’équité dans les équipes de travail, le thème de la justice organisationnelle sera confronté au thème du conflit, au concept de diversité et aux valeurs socio-culturelles des salariés. Les problématiques de recherche se concentrent sur les conséquences de la perception de l´équité entre collègues, sur les relations entre les concepts d'injustice et de conflit, de dissemblance et de satisfaction et sur le rôle modérateur des valeurs socio-culturelles sur la perception de l'équité et du comportement de citoyenneté organisationnelle. Ces questions de recherche sont testées d´une part à travers une étude longitudinale portant sur 256 salariés de firmes allemandes et, d´autre part, à travers deux questionnaires portant sur 448 salariés répartis dans des équipes de travail multinationales en France. Ces données sont analysées grâce à une modélisation en équation structurelle sur Mplus et par la méthode de modération et médiation sur le logiciel macro SPSS de Hayes. Le résultat de la première enquête met en évidence un phénomène de réciprocité entre les différents types d'injustices et les catégories diverses de conflits sur le lieu de travail, cette corrélation se renforçant à mesure que le temps passe. La dissemblance des valeurs entre salariés d'une même équipe a un impact négatif sur la satisfaction globale du groupe. L'injustice distributive et procédurale est un vecteur de ce phénomène. Dans le même temps, la différence de classe d'âge entre salariés d'une même équipe a un effet positif sur la satisfaction du groupe. Dans ce cas, c'est la communication entre les membres du groupe qui sert de conducteur. Enfin, la seconde étude démontre que les effets du concept d'équité sur le comportement de citoyenneté organisationnelle ont plus d'impact sur les sujets à tendance individualiste, soumis à une forte hiérarchie et réceptif à l'incertitudeOrganizational justice research has shown that fairness is a key part of the employee’s work experience. However, justice scholars focused their considerations on the vertical relationship between employees and managers or organizations, neglecting horizontal relationships between peers. This dissertation advances justice research in teams by discussing and testing the individual peer justice perspective, which deals with the individuals’ perceptions of how fairly they are treated by teammates. To demonstrate the theoretical and practical relevance of the individual peer justice perspective, the organizational justice literature is integrated with the literatures of workplace conflict, workplace dissimilarity, and national cultural values. The research questions center around the predictors and outcomes of individual peer justice, the injustice-conflict interrelationship, the mechanisms of the dissimilarity-team satisfaction relationship, and the moderating role of cultural values on the relationship between justice perceptions and organizational citizenship behavior. The related hypotheses are tested through a longitudinal survey study with 256 employees from a variety of organizations in Germany and through a two-wave survey study with 448 multinational self-managed team members in France. The data is analyzed through structural equation modelling using Mplus and through moderation and mediation analyses using the SPSS macro of Hayes. The results of the first study indicate a reciprocal relationship between injustice dimensions and conflict types in the workplace, whereby this relationship becomes stronger over time. Distributive and procedural injustice further mediate the negative impact of perceived value dissimilarity (relative to teammates) on team satisfaction. The positive effects of perceived age dissimilarity (relative to teammates) on team satisfaction are mediated by information elaboration. Finally, the second study demonstrates that peer justice effects on organizational citizenship behavior are stronger for team members who score high in individualism, high in power distance, and low in uncertainty avoidance
32
Mey, Michelle Ruth. "An evaluation of the interventions utilized by manufacturing organizations in the Eastern Cape to ensure the optimal implementation and functioning of self-directed work teams." Thesis, Port Elizabeth Technikon, 2001. http://hdl.handle.net/10948/61.
Abstract:
Organisations worldwide are attempting to increase individual job satisfaction, productivity and efficiency by implementing work teams. This research study evaluates the interventions considered necessary to optimally implement and maintain self-directed work teams (SDWTs). In order to complete this study it was necessary to address the characteristics associated with SDWTs, problems commonly experienced during implementation and functioning of SDWTs and the identification of the interventions used to promote the successful implementation and maintenance of SDWTs. These objectives were achieved by means of a comprehensive literature study. Subsequent to the literature study, a process model for the successful implementation and maintenance of a SDWT within a South African organization was developed. Thereafter, a questionnaire was developed based on the findings of the literature study and distributed to a randomly selected population. The objective of the questionnaire was to evaluate the interventions utilized during the implementation and maintenance of SDWTs. The results of the empirical study were statistically analysed and interpreted. Finally, conclusions and recommendations were made. The most important recommendations are as follows: Firstly, the trade union must be consulted and involved in the decision to implement SDWTs. Members of the team must be exposed to training interventions prior to the implementation of the SDWT. Thereafter, team members must undergo advanced training in interpersonal and problemsolving skills. Salary and reward structures within the organisation must be adapted to suit a teambased environment. Finally, the success of the SDWT will depend on the support provided by management. Management needs to exhibit total commitment to the change on a continuous basis.
33
Leweling, Tara A. "Extending organizational contingency theory to team performance : an information processing and knowledge flows perspective /." Monterey, Calif. : Naval Postgraduate School, 2007. http://bosun.nps.edu/uhtbin/hyperion-image.exe/07Sep%5FLeweling%5FPhD.pdf.
Abstract:
Thesis (Ph.D. in Information Sciences)--Naval Postgraduate School, September 2007.Dissertation Advisor(s): Nissen, Mark ; Arquilla, John "September 2007." Description based on title screen as viewed on October 22, 2007. Includes bibliographical references (p. 239-277). Also available in print.
34
Hite, Dwight M. Davis Mark Alan. "Leader emergence and effectiveness in virtual workgroups dispositional and social identity perspectives /." [Denton, Tex.] : University of North Texas, 2009. http://digital.library.unt.edu/permalink/meta-dc-11035.
35
Horner, Melissa A. (Melissa Amy). "The Process of Sharing Team Leadership : A Study of Key Leadership Behaviors and Who Exhibits Them." Thesis, University of North Texas, 1997. https://digital.library.unt.edu/ark:/67531/metadc278903/.
Abstract:
Using a manufacturing setting that is organized into self-managed teams, the current study identified and measured key leadership behaviors within the teams. Questions that were asked include: are some team leadership behaviors more critical to a team's level of functioning than other behaviors? and do successful self-managed teams rely on formal leadership to a lesser extent than members of less successful teams? These questions were asked in the context of leadership as a process, not an individual.
36
Halin, Amy L. "Distributed team collaboration in a computer mediated task." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2004. http://library.nps.navy.mil/uhtbin/hyperion/04Mar%5FHalin.pdf.
Abstract:
Thesis (M.S. in Modeling, Virtual Environments, and Simulation)--Naval Postgraduate School, March 2004.Thesis advisor(s): Rudolph P. Darken, Susan G. Hutchins. Includes bibliographical references (p. 167-168). Also available online.
37
Birchmeier, Zachary. "Exploring the conditional benefits of team diversity the interaction of task requirements and team composition on tacit coordination efficiency /." Oxford, Ohio : Miami University, 2004. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=miami1091631663.
38
McGowan, Michael T. "Perceptions of Associates to Embrace Technology Used in Teams in the Workplace." Thesis, University of North Texas, 2019. https://digital.library.unt.edu/ark:/67531/metadc1538780/.
Abstract:
This study explores employees' desire to embrace both a legacy operating system and a new workflow engine utilized in the workplace. The goal is to better understand the partnership and relationship the users build with the technologies and how that impacts usage behavior. The research is centered on a mixed-method case study using survey and episodic interview techniques of data collection. Models and methodologies providing the foundation for this study include Venkatesh and Davis's technology acceptance model 2 (TAM 2) and Venkatesh, Morris, Davis, and Davis' unified theory of acceptance and use of technology (UTAUT) model, coupled loosely with concepts from Brooks and Atkinson's StructurANTion Theory. A new, adapted model is created to capture and understand the anthropomorphic characteristics users apply to the technology. This study yields important information for the future theoretical frameworks as elements such as trust and control, and descriptive variables like age and tenure have not factored into existing theoretical frameworks and models. Users can often anthropomorphize technology, viewing it as part of the social team to help improve their work. Through this lens, users expect information systems to be controllable and trustworthy to respond to their needs both alone and within the function of the team.
39
Schilpzand, Maria Catharine. "Cognitive diversity and team performance: the roles of team mental models and information processing mechanisms." Diss., Georgia Institute of Technology, 2010. http://hdl.handle.net/1853/37186.
Abstract:
There are two important trends in organizations today: 1) the increasing use of teams and 2) the increasing diversity in the workforce. The literature is in tune with these organizational trends, evidenced by a dramatic increase in research on team performance and the effects of diversity. However, there are still contradictory findings of the effects of team diversity on team processes and outcomes. To shed light on these inconsistencies, the cognitive construct of team mental model is introduced as a mediator of the relationship between team cognitive diversity and team performance. Team mental model is an emergent cognitive state that represents team members' organized understanding of their task environment (e.g., Klimoski&Mohammed, 1994) and has been shown to improve team performance (e.g., Edwards, Day, Arthur,&Bell, 2006; Mathieu, Heffner, Goodwin, Salas,&Cannon-Bowers, 2000). Specifically, with a sample of 94 student teams I investigated how team cognitive diversity affects team mental model similarity and accuracy, and through them, team performance. In addition, I examined team information processing mechanisms as moderators of the relationships between team cognitive diversity and team mental model similarity and accuracy. The results suggest that cognition at the team level plays an important role in the effective functioning of decision making teams. Specifically, the combination of team mental model similarity and accuracy predicts levels of team performance and information integration is an important moderator linking cognitive style diversity to task mental models, team processes, and team performance. The research model developed and tested seeks to advance understanding of the "black box" linking team diversity to team outcomes (Lawrence, 1997) and to provide guidance to managers leading cognitively diverse teams.
40
Lee, Tze-wan Sabrina. "New banking product development : a study of related intergroup problems and impact of TQM efforts on intergroup behaviour /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B2102036X.
41
Wax, Amy Martha. "Impact of social and informational faultlines on patterns of trust and coordination in teams." Thesis, Georgia Institute of Technology, 2013. http://hdl.handle.net/1853/47679.
Abstract:
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.
42
Jacobs, Corneluis Theodorus. "The impact of strength-based leadership on high-performance work teams : a Volkswagen case study." Thesis, Nelson Mandela Metropolitan University, 2012.
Abstract:
In the modern day organisation where the emphasis is largely on teams rather than individuals, it is of critical importance to have teams who can be regarded as high-performing. High performing teams will ensure that companies can achieve more with less in terms of resources required. However the creation of a high performing team remains a consistent challenge due to innate human behaviour and traits. One of the keys that could assist in the creation of a high-performing work team is a strength-based leadership approach. The study compromised of firstly, the philosophy of strength-based leadership and the underpinnings of this philosophy. Secondly, the author also looked at the high-performance team model, attributes associated with this model and the various theories of how a high-performing team can be created. Thirdly an empirical study was conducted using a selected management team within a major automotive manufacturer that was already following the strength-based leadership approach. The empirical study aimed to establish to what degree this leadership philosophy is being followed as well as gauging the current level of team performance. Finally the empirical findings were correlated with the theoretical back ground established, and recommendations were made. Overall the team studied can be regarded as a high-performing work team, partially due to their approach in following the strength-based leadership approach. Individual team members are very aware of their own strengths as well as those of their fellow team members. The manager also seeks to continually utilize the individual strengths of his team. The team also has a very positive attitude and subsequently team motivation and performance is very high. However conflict resolution is currently a potential barrier to further performance enhancement.
43
Allsop, Jamie S. "Coordination and collective performance : exploring teamwork as an emergent property." Thesis, University of Aberdeen, 2019. http://digitool.abdn.ac.uk:80/webclient/DeliveryManager?pid=240757.
Abstract:
Working in groups is a ubiquitous feature of daily life. For this reason, finding ways to maximise group outputs is of utmost importance. Efforts to enhance group outputs have typically focused on socially relevant interventions, often designed to increase rapport or motivation. Moreover, such interventions are usually implemented and measured at the level of the individual, thereby designating the group to being nothing more than the simple sum of its parts. Although long acknowledged as a key component of group performance, the role of coordination is relatively under-researched. The present thesis focused on understanding whether interpersonal coordination, as viewed through the theoretical lens of coordination dynamics, is able to shed further insight into the relationship between teamwork and productivity. A novel object movement task well-suited for investigating the effects of both social and physical parameters on group productivity was developed and validated. Different extensions of the task were explored across five studies. Shifting the unit of analysis from the individual to the group yielded novel insight into the issue of group productivity. The nature of the dependencies between participants (i.e., positive vs. negative) were seen to change patterns of coordination both within and between teams. Cooperating pairs were also more coordinated and accurate than competing pairs. When interdependence was high, stable modes of coordination enhanced accuracy, but not overall productivity. More broadly speaking, participants spontaneously adopted modes of coordination that were both functionally consistent with the task demands and conformed to the characteristic patterns inherent to self-organised coordination dynamics. The implications of this work are discussed with respect to extant theories of interpersonal coordination and suggestions are made for future research.
44
Al-Shammari, Serhan A. "Implementing self-managing teams concept in both Saudi private and governmental organizations challenges and possibilities /." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999alshammaris.pdf.
45
Clark, Marina. "Die Ontwikkeling van 'n model vir die samestelling van 'n effektiewe bestuurspan binne 'n finansiële instansie (Afrikaans)." Pretoria : [s.n.], 2003. http://upetd.up.ac.za/thesis/available/etd-03112004-094122/.
46
Marshall, Steven John. "An exploration of effective leadership practice in virtual teams." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97176.
Abstract:
Thesis (MBA)--Stellenbosch University, 2014.ENGLISH ABSTRACT: As organisations expand internationally and continue to conduct business across different time zones and geographical boundaries, distributed project and organisational teams have become increasingly prevalent. Rather than meet face-to-face, developments in information and communication technology have made it possible for these team members to interact electronically thereby creating an alternative means for team member collaboration. Teams that collaborate in this manner are called virtual teams. This study explored effective leadership practice in virtual teams. The process of exploration started with discovering those core competencies considered essential to virtual team leadership. These competencies were then operationalised and tested for their respective contributions to effectiveness in virtual teams as measured by team performance and personal satisfaction. It was suggested and subsequently confirmed by the results of this study that as virtual team leaders begin to display essential leadership competencies, the virtual teams they lead become more effective. Four leadership competencies were identified as integral to effective leadership practice. These were: an ability to coordinate task delivery, an ability to communicate, an ability to build trust and an ability to manage multicultural diversity. In addition, it was determined that virtual team leaders tended to emphasise the more transactional forms of leadership over the more transformational forms with the strongest emphasis on task and communication as predictors of performance rather than satisfaction. In contrast, team members emphasised the more transformational forms of leadership with the strongest emphasis on trust and diversity management as predictors of satisfaction rather than performance. It was also apparent that for team members, task coordination was weakly correlated with performance. These differing results illustrate a distinction in leadership emphasis, which if misunderstood or incorrectly managed, could lead to conflict and low levels of team trust. For team leaders, a desire to perform and deliver against team objectives has an associated risk of inadvertently emphasising task at the expense of fostering healthy team relationships. By comparison, team members emphasise personal satisfaction over performance and are potentially at odds with a strongly taskorientated team leader. This does not mean that team members are disinterested in team performance. On the contrary, performance is important to team members but it would seem that performance follows as a result of first experiencing satisfaction as a virtual team participant.
47
Roberts, Abigail Mary. "Workplace attitudes among offshore team members." Thesis, University of Canterbury. Psychology, 2014. http://hdl.handle.net/10092/9164.
Abstract:
The attitudes of employees are key for ensuring the productivity and sustainability of an organisation. The present research aimed to explore obstacles and facilitators of positive team functioning in an offshore environment. Preliminary identification of obstacles and challenges to effective teamwork was achieved through an interview with two senior Human Resource managers at a large international bank, the primary location of which is in Australia. From this information, a survey was developed and distributed to members of an offshore Human Resource (HR) service centre consisting of 100 staff members, responsible for HR operations and described as an ‘extension’ or ‘captive’ team. An interview with management revealed that the effectiveness and sustainability of the current offshore team were of particular interest. Consideration of these issues and research into the effectiveness of virtual and captive teams led to a focus on organisational identity, work engagement, climate, trust, recognition from management, technology support, reliability of technology and goal clarity. Goal clarity and technology support were significant predictors of work engagement; low integration, goal clarity, technology support, reliability of technology and recognition from management were significant predictors of organisational identity. Thus, in an offshore environment, clear goals and the ability to complete those goals through use of efficient technologies are vital. This should impact the type of training given to offshore team members as well as the amount of technology support that is available to them.
48
Assudani, Rashmi H. "Creating knowledge in a geographically dispersed context : process and moderating variables." Thesis, McGill University, 2005. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=85878.
Abstract:
Increasingly, knowledge-based tasks such as new product development and market research are being conducted by geographically dispersed teams. Early evidence from knowledge-based view of the firm and geographically dispersed work literatures suggests that at least four kinds of knowledge gaps---transactive memory system, mutual knowledge, categorization and situated knowledge---exist because of the (dispersed) structure of the knowledge management context . Dispersed members therefore cannot take for granted that they have a common context, making dispersed collaboration problematic.The dissertation - a qualitative, theory-generating exercise - seeks to address the question, 'how do dispersed teams collaborate to create useful knowledge?' Specifically, the research question examines the integral elements of the knowledge creation process, the negotiation of knowledge gaps for co-creating a common context, and the association between the negotiation of these gaps with the efficiency of the knowledge creation process, effectiveness of new knowledge created, and cohesion in the team. This research has been conducted in two phases - an exploratory ethnographic study followed by a replication study.
Analysis of the data instead directed my attention to the critical role of moderating variables such as degree of familiarity among dispersed team members, degree of redundancy of knowledge structures among them and the nature of task on the perceived presence or absence of gaps. These findings clarify the literature by differentiating between the structure and the properties of the knowledge management context and therefore develop a more comprehensive model of these moderating variables that have the potential to affect the dispersed knowledge creation process. Specifically, the findings demonstrate that degree of redundancy is positively associated with the efficiency of the knowledge creation process. These studies also suggest that dispersed collaboration may be less different from collocated collaboration than previously thought. Finally, these studies contribute to the dispersed work literature by suggesting that all kinds of dispersed work are not alike and face-to-face meetings may not be necessary for all types of dispersed work.
These findings are used to develop a theory of dispersed knowledge work and have implications for determining whether and in what contexts geographic distance matters for conducting knowledge work. One implication is that perceptions of distance may be at least as important as the objective aspects of distance. Another implication is that whether geographic distance matters will actually depend upon the competitive strategy of the firm.
49
McHale, Carrie L. (Carrie Lynn). "The Effects of a Performance Improvement Strategy in a Work Team Setting: a Case Study." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc501257/.
Abstract:
A popular approach to operating organizations in the 1990s is the implementation of work teams. The current literature offers little information on the use of performance management techniques in work team settings. This case study examined the effects of employing a performance improvement strategy on employee performance in a work team environment comprised of part-time graduate students. The performance improvement strategy included composing job descriptions, job aids (e.g., work organization charts), task request logs and posting weekly and monthly performance feedback. Improvements were observed in some aspects of team performance. Some of the improvement was due to task clarification and improved scheduling produced by the antecedent interventions. Performance feedback had little effect on measured performance but seemed to facilitate discussion and problem-solving.
50
Willbanks, Kristi D. "Relationship of Team Training Components to Perceptions of Team Performance." Thesis, University of North Texas, 2003. https://digital.library.unt.edu/ark:/67531/metadc4376/.
Abstract:
The purpose of this research study was to identify the specific components of team training that contribute most to a team's ability to perform effectively. The analysis conducted involved examining the relationship between the Training Support System Survey (Hall, 1998) along with the Training Strategies and Training Content sub-scales, and the overall measure of team performance from Beyerlein's (1996) Perceptions of Team Performance survey. Results were mostly inconclusive, due to limitations of the research. However, a few interesting findings were found related to team training for different types of teams. In addition, this research is helpful in moving toward a better understanding of the relationship between team training and team performance and pointing toward the need for additional research in this area.