Статті в журналах: "Workplace teams"

1

Miller, Marianne McInnes, Thomas G. Kimball, Alan Korinek, Sterling T. Shumway, and Rudy Arredondo. "Enhancing Teams in the Workplace." Employee Assistance Quarterly 19, no. 2 (December 8, 2004): 35–50. http://dx.doi.org/10.1300/j022v19n02_03.

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Galbraith, Diane D., and Fred L. Webb. "Teams That Work: Preparing Student Teams For The Workplace." American Journal of Business Education (AJBE) 6, no. 2 (February 20, 2013): 223–34. http://dx.doi.org/10.19030/ajbe.v6i2.7687.

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Organizations today often require collaboration in the form of work teams. Many tasks completed within organizations, whether in the workplace or in academia, however, can be beyond the capabilities of individuals alone. Productive teamwork and cooperative activities in business are expected and can begin very early in a person's career. The pedagogy for teamwork instruction in the classroom may not simulate real workplace events or parallel organizational behavior in order to attain a successful outcome. In universities, teamwork often breeds frustration and dysfunction, since the teams often do not perform at a high level or reach their full potential. This paper will provide best practices for creating productive teams in the classroom in preparation for the workforce. This insight will include ideas that will bond team members through collective values and goals, resulting in effective teams and a productive environment.

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3

REISCH, MARC. "Du Pont workplace teams ruled illegal." Chemical & Engineering News 71, no. 24 (June 14, 1993): 7–8. http://dx.doi.org/10.1021/cen-v071n024.p007a.

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Pritam, Singh Randhawa Neetu. "Analytical Study on Teams Ethnic Diversity and Workplace Organization." International Journal of Psychosocial Rehabilitation 24, no. 5 (May 30, 2020): 7276–80. http://dx.doi.org/10.37200/ijpr/v24i5/pr2020759.

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Peters, Eileen, and Silvia Maja Melzer. "Immigrant–Native Wage Gaps at Work: How the Public and Private Sectors Shape Relational Inequality Processes." Work and Occupations 49, no. 1 (January 11, 2022): 79–129. http://dx.doi.org/10.1177/07308884211060765.

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We investigate how the institutional context of the public and private sectors regulates the association of workplace diversity policies and relational status positions with first- and second-generation immigrants’ wages. Using unique linked employer–employee data combining administrative and survey information of 6,139 employees in 120 German workplaces, we estimate workplace fixed-effects regressions. Workplace processes are institutionally contingent: diversity policies such as mixed teams reduce inequalities in the public sector, and diversity policies such as language courses reinforce existing inequalities in the private sector. In public sector workplaces where natives hold higher relational positions, immigrants’ wages are lower. This group-related dynamic is not detectable in the private sector.

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Ragins, Belle Rose, John M. Cornwell, and Janice S. Miller. "Heterosexism in the Workplace." Group & Organization Management 28, no. 1 (March 2003): 45–74. http://dx.doi.org/10.1177/1059601102250018.

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This article examined the effects of multiple group memberships and relational demography on the workplace experiences of 534 gay employees, 162 of whom were gay employees of color. Two competing models of multiple group membership were tested by assessing the effects of race and gender on sexual orientation discrimination and the decision to disclose a gay identity at work. Race and gender were unrelated to heterosexism. Lesbians were as likely to disclose as gay men, but gay employees of color were less likely to disclose at work. Relational demography predictions were supported for race and sexual orientation but not for gender, suggesting that gender similarity predictions may not apply to gay employees. More heterosexism was reported with male supervisors or work teams, and these effects were stronger for lesbians than gay men. Irrespective of race, employees in racially balanced teams reported less heterosexism than those in primarily White or non-White teams.

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7

Katz, Nancy. "Sports teams as a model for workplace teams: Lessons and liabilities." Academy of Management Perspectives 15, no. 3 (August 2001): 56–67. http://dx.doi.org/10.5465/ame.2001.5229533.

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8

Baert, Herman, and Natalie Govaerts. "Learning patterns of teams at the workplace." Journal of Workplace Learning 24, no. 7/8 (September 7, 2012): 538–50. http://dx.doi.org/10.1108/13665621211261025.

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Wilmers, Nathan, and Clem Aeppli. "Consolidated Advantage: New Organizational Dynamics of Wage Inequality." American Sociological Review 86, no. 6 (December 2021): 1100–1130. http://dx.doi.org/10.1177/00031224211049205.

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The two main axes of inequality in the U.S. labor market—occupation and workplace—have increasingly consolidated. In 1999, the largest share of employment at high-paying workplaces was blue-collar production workers, but by 2017 it was managers and professionals. As such, workers benefiting from a high-paying workplace are increasingly those who already benefit from membership in a high-paying occupation. Drawing on occupation-by-workplace data, we show that up to two-thirds of the rise in wage inequality since 1999 can be accounted for not by occupation or workplace inequality alone, but by this increased consolidation. Consolidation is not primarily due to outsourcing or to occupations shifting across a fixed set of workplaces. Instead, consolidation has resulted from new bases of workplace pay premiums. Workplace premiums associated with teams of professionals have increased, while premiums for previously high-paid blue-collar workers have been cut. Yet the largest source of consolidation is bifurcation in the social sector, whereby some previously low-paying but high-professional share workplaces, like hospitals and schools, have deskilled their jobs, while others have raised pay. Broadly, the results demonstrate an understudied way that organizations affect wage inequality: not by directly increasing variability in workplace or occupation premiums, but by consolidating these two sources of inequality.

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10

Moreau, Craig. "Teams That Innovate: The Language of Difference-Driven Inquiry at the Workplace." Business and Professional Communication Quarterly 83, no. 4 (September 28, 2020): 385–408. http://dx.doi.org/10.1177/2329490620949864.

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Leveraging a team’s diverse perspectives can be a powerful way to foster team innovation. A common approach to leverage team differences involves tool-based approaches, including brainstorming, mind-mapping, and whiteboarding. However, the effective use of ideational tools as a means to innovation often assumes high levels of team cohesion and productivity—dynamics that may not be safe to assume, especially in teams with high levels of diversity. This study investigates how workplace teams at a Biotech company use discourse to innovate, and in doing so, instantiate a larger rhetorical practice known as difference-driven inquiry.

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11

Scott, Ian, and Serena Sharma. "‘Workplace Wellness’ – using psychological formulation and leadership to enhance staff wellbeing." FPOP Bulletin: Psychology of Older People 1, no. 135 (July 2016): 39–46. http://dx.doi.org/10.53841/bpsfpop.2016.1.135.39.

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In 2013 Slough Community Mental Health Team (CMHTE) for older people became one of the first Listening into Action (LiA) Pioneer Teams in Berkshire Healthcare NHS Foundation Trust. LiA is a method of change that allows ideas to emerge from the grassroots of an organisation, to create changes that are readily bought into by staff. The team’s Principal Psychologist, (first author), submitted the LiA project as an idea for service development and led the team through the piece of work over the year. The resulting changes in wellbeing were monitored longitudinally. Towards the end of the process, staff were re-interviewed, and interview answers were analysed thematically by the authors. In summary, this report describes a service development approach, while illustrating how psychological leadership can galvanise teams.

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12

Salas, Eduardo, and Jensine Paoletti. "A Teams Perspective on Workplace Aging and Retirement." Work, Aging and Retirement 5, no. 3 (June 28, 2019): 212–14. http://dx.doi.org/10.1093/workar/waz008.

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Abstract During the past decades, population aging, later retirements, and a shift to team-based work have left organizations with challenges associated with age-diverse teams and retirement from a team-based work structure. However, limited research has investigated the interplays between teams, aging, and retirement. Here, we overview the research at the intersection on aging and teams and discuss how aging is often a proxy for variables of organizational interest. Next, we outline the challenges associated with age-related faultlines and age discrimination. We then highlight areas for future research, such as team cognition and compositional changes associated with teammate retirement. Lastly, we discuss inclusive diversity training and bidirectional mentorships as potential organizational interventions for more cohesive age-diverse teams.

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13

Levine, Mark, and Scott Sibary. "Workplace Teams: Ethical and Legal Concerns and Approaches." Ethics & Behavior 11, no. 1 (January 2001): 55–66. http://dx.doi.org/10.1207/s15327019eb1101_5.

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14

Schofield, Louise, Emma Welfare, and Simon Mercer. "In-situ simulation." Trauma 20, no. 4 (July 23, 2017): 281–88. http://dx.doi.org/10.1177/1460408617711729.

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‘In-situ’ simulation or simulation ‘in the original place’ is gaining popularity as an educational modality. This article discusses the advantages and disadvantages of performing simulation in the clinical workplace drawing on the authors’ experience, particularly for trauma teams and medical emergency teams. ‘In-situ’ simulation is a valuable tool for testing new guidelines and assessing for latent errors in the workplace.

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15

Herbst, Uta, Hilla Dotan, and Sina Stöhr. "Negotiating with work friends: examining gender differences in team negotiations." Journal of Business & Industrial Marketing 32, no. 4 (May 2, 2017): 558–66. http://dx.doi.org/10.1108/jbim-12-2015-0250.

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Purpose This study aims to investigate whether a team of females negotiates differently than a team of males, and whether (workplace) friendship moderates the relationship between single-gender team composition and negotiation outcomes. Design/methodology/approach The authors used two laboratory studies and paired 216 MBA students into single-gender teams of friends and non-friends, and then engaged them in several dyadic multi-issue negotiations. Findings The results show that on average, male teams of non-friends reached significantly better outcomes than female teams of non-friends. However, and interestingly, female teams of friends perform equally to male teams of friends. Research limitations/implications The authors contribute both to the negotiations and the workplace friendship literature because very little research has examined negotiation among friends at work and in particular team negotiations. In addition, the authors also contribute to the literature on gender differences in negotiations because existing research has rarely examined the differences between all-male and all-female teams and especially the relationship between same-sex teams and their effects on negotiation outcomes. Practical implications This research has clear implications to managers with regard to team composition. Specifically, a winning all-female team should not be changed! Originality/value This is the first study to examine the relationship between workplace friendship, gender and negotiation outcomes.

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16

Tsouvelas, George, Ioannis Nikolaou, and George Koulierakis. "Emotional processes, leadership, gender and workplace affect in interdisciplinary teams." Psychology: the Journal of the Hellenic Psychological Society 27, no. 1 (July 21, 2022): 161–74. http://dx.doi.org/10.12681/psyhps.27093.

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The purpose of this study was to analyze the role of emotional skills and gender in workplace affect through non-hierarchical level and multilevel analyses. Data was collected through self-report questionnaires completed by 19 directors and 128 subordinates working in interdisciplinary teams of Centers of Educational and Counselling Support. At non-hierarchical level, higher order emotional abilities (use and regulate emotions) were positively related to positive affect at workplace. Negative affect was negatively associated with the ability to regulate emotions and positively with the strategy of emotional suppression. At multilevel analyses, cognitive reappraisal emerged as a significant predictor for both the positive and negative affect (inversed) of the subordinates. Gender differences were observed at multilevel analyses. We tempt to explore possible tensions between emotional competencies and emotional outcomes (workplace affect) both at non-hierarchical level and managerial level in interdisciplinary teams. Training programs may promote group emotional empowerment and focus on higher order emotional skills. Managerial level training programs could also go deep in cognitive reappraisal of the emotions as an emotion regulation strategy that promotes safer emotional affect at workplace.

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17

Townsend, Anthony M., Samuel M. DeMarie, and Anthony R. Hendrickson. "Virtual teams: Technology and the workplace of the future." Academy of Management Perspectives 12, no. 3 (August 1998): 17–29. http://dx.doi.org/10.5465/ame.1998.1109047.

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18

Tziner, Aharon, and Lily Chernyak-Hai. "Perspectives on Groups and Work Teams in the Workplace." Revista de Psicología del Trabajo y de las Organizaciones 28, no. 1 (2012): 51–66. http://dx.doi.org/10.5093/tr2012a5.

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19

Giapponi, Catherine C. "Workplace Challenges: Managing Project Teams and Flexible Work Programs." Organization Management Journal 12, no. 4 (October 2, 2015): 208. http://dx.doi.org/10.1080/15416518.2015.1115229.

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20

Ahles, Catherine B., and Courtney C. Bosworth. "The Perception and Reality of Student and Workplace Teams." Journalism & Mass Communication Educator 59, no. 1 (March 2004): 41–59. http://dx.doi.org/10.1177/107769580405900108.

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21

Payne, Julianne, Steve McDonald, and Lindsay Hamm. "Production Teams and Producing Racial Diversity in Workplace Relationships." Sociological Forum 28, no. 2 (June 2013): 326–49. http://dx.doi.org/10.1111/socf.12021.

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22

Glynn, Tony, and Stuart G. Carr. "Motivation and performance in teams: Transforming loafing into resonance." South Pacific Journal of Psychology 11, no. 1 (1999): 71–77. http://dx.doi.org/10.1017/s0257543400000766.

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AbstractEmployee responses to being placed in workplace “teams” range from free-riding (shirking, social loafing) to working harder than ever before, and feelings of identity (or in-group) with the team may play a key role in facilitating the working harder response. Fifty-two Australian future managers worked on a workplace simulation task, either (a) alone (Control), (b) among a simulated unidentified aggregate of other students (team setting, no social identity), (c) with simulated other students from the same faculty competing against the Faculty of Law (in-group, social identity condition), or (d) amid a simulated out-group of students from Law, competing against the participant's own faculty (out-group condition, pre-existing conflicting loyalty condition). As predicted, compared to (a) working alone, aggregation (b) resulted in free-riding, which was reversed by merely invoking (c) a social (faculty) identity, but then reappeared under (d) an out-group condition. Tentative though the current data may be, “flip-over” effects like these may depend on a worker's pluralistic mix of individualistic and collectivistic repertoires. To the extent that such pluralism is found throughout Australia and elsewhere in the South Pacific (Taylor & S. Yavalanavanua, 1997), our findings may apply to ‘thinking through’ workplace team development elsewhere in the region.

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23

Mishra, Talina, and Lalatendu Kesari Jena. "Virtual workplaces and lean leadership: integrative conceptualization and organizational implications." Strategic HR Review 19, no. 4 (May 28, 2020): 177–81. http://dx.doi.org/10.1108/shr-04-2020-0031.

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Purpose The purpose of this paper is to integrate the concept of lean in the world of virtual leadership by continuously engaging employees and building efficient teams to increase the effectiveness of digital workplaces. Design/methodology/approach Secondary research from various research articles by authors in lean and leadership was done. Findings Lean leadership can serve as a great way to boost employee morale and enrich their experience in times of global crisis. Employees can effectively contribute to the organization with the help of virtual lean teams and tools. Originality/value This paper adds to the scarce literature on the integration of lean and leadership by exploring the various ways in which employees can be empowered to achieve organizational goals in the virtual workplace.

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Thomas, Benjamin J., and Patricia Meglich. "Justifying new employees’ trials by fire: workplace hazing." Personnel Review 48, no. 2 (March 4, 2019): 381–99. http://dx.doi.org/10.1108/pr-01-2018-0025.

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PurposeThe purpose of this paper is to test the explanatory effects of the system justification theory on reactions to new employee hazing.Design/methodology/approachThree studies (N= 107, 121 and 128), all using experimental assignment, vignettes of workplace hazing and two-level repeated measures ANCOVA designs, with dispositional variables included as covariates and justification of workplace hazing processes as dependent variables, were conducted.FindingsOnlookers are more likely to justify long-standing (cf. recently adopted) hazing systems and hazing systems used by highly cohesive (cf. loosely cohesive) teams, supporting the application of the system justification theory to workplace hazing reactions.Research limitations/implicationsThe use of vignette research and onlookers (cf. hazed employees) may limit inferences drawn about employee reactions in workplaces that use hazing.Practical implicationsDespite its negative associations, hazing at work persists, with 25 percent of current sample reported being hazed at work. The system justification theory, which the authors applied to hazing, offers an explanation for stakeholders’ willingness to sustain and perpetuate hazing, and onlookers’ seeming blind-spot regarding outrage over workplace hazing. This theory holds promise for combatting passive responses to workplace hazing.Originality/valueThis is the first paper to empirically test explanations for workplace hazing’s perpetuation, by applying the system justification theory to the social system of workplace hazing. Moreover, it is the first paper to offer empirical evidence of hazing’s prevalence across at least 25 percent of sampled industries and organizational rank.

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Orlova, M. V., and I. Yu Aleksandrova. "Distributed teams: challenges and opportunities." Vestnik Universiteta, no. 2 (April 2, 2022): 33–40. http://dx.doi.org/10.26425/1816-4277-2022-2-33-40.

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A geographically dispersed workforce poses new challenges for managers, which shift the focus from project management to managing distributed project teams. Adapting the company and its management to this evolution in the workplace, it is necessary to create an environment in which remote team members interact productively. Distributed work requires operational flexibility from companies, which is characterised by greater susceptibility to changes in their markets, to new emerging customer requirements and new competitive threats. The article is devoted to the identification of factors contributing to the transition of companies to the distributed workforce, the advantages of this type of work, and the difficulties that companies will face.

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Smith, Ann Kowal, Capria Jaussen, and Karen R. Nestor. "The seminar goes to work: Towards a theory of collaborative literacy." Industry and Higher Education 34, no. 4 (March 24, 2020): 263–71. http://dx.doi.org/10.1177/0950422220912183.

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The research and practice are clear: the humanities develop empathy, sensibility, and other individual skills critical to successful employment. But, they also support the development of collective skills that empower productive teams and workplaces. This article explores the collective impact of narrative literature through the lens of an innovative workplace-based learning program. The program uses facilitated conversations about literature to invite colleagues at all levels to practice questioning assumptions, listening to different voices, and connecting to new ideas and to each other. Examining data from over 800 participants, the authors provide scholarly and practice-based evidence that literature discussions support otherwise elusive workplace dynamics. The results establish the link between shared human experience and workplace quality, as colleagues learn to be and work together. In addition, the concept of collaborative literacy that emerges from this study promises a new approach to learning in multiple non-traditional settings and in the academy itself.

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Bull, Eleanor Rose, Lucie Marie Theresa Byrne-Davis, Juliette Swift, Kirstie Baxter, Neil McLauchlan, and Joanne Karen Hart. "Exploring what teams perceive by ‘culture’ when implementing new models of care." International Journal for Quality in Health Care 31, no. 6 (September 19, 2018): 492–94. http://dx.doi.org/10.1093/intqhc/mzy200.

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Abstract Introduction Health and social care organizations continually face change to coordinate efforts, improve care quality and better meet patient needs in the context of growing pressure on services. NHS ‘vanguard’ teams funded to pilot organizational change in England have argued that alongside new structures, policies and governance, a shift in ‘workplace culture’ is needed to implement change. Although now defined in the literature and seen as an important driver of quality care, it was not clear what teams themselves meant when discussing workplace culture. Methods In a qualitative study nested in a wider behavioural science programme, 34 managers and frontline NHS staff took part in interviews and focus groups on the role and meaning of ‘workplace culture’ in their experience of change. Participants were from organizations in four NHS England vanguards implementing new models of care. Inductive thematic analysis revealed six interlinking themes: unity, emotions, support, consistency, openness to innovation and performance. Results The term ‘workplace culture’ was nuanced and used in various ways. It was seen as a determinant, measure and/or consequence of change and linked to workplace behaviours, emotions and cognitions. Participants agreed that imposed top-down change in new models of care was a common cause of damaged culture and had knock-on effects on care quality, despite manager accounts of the importance of staff ideas. Discussion Our findings suggest that exploring teams’ own meanings of culture and behaviour change barriers, gathering ideas and co-developing tailored support would help overcome cultural challenges in implementing new models of care.

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Temkin-Greener, Helena, Jill Szydlowski, Orna Intrator, Tobie Olsan, Jurgis Karuza, Xueya Cai, Shan Gao, and Suzanne M. Gillespie. "Perceived Effectiveness of Home-Based Primary Care Teams in Veterans Health Administration." Gerontologist 60, no. 3 (January 18, 2019): 494–502. http://dx.doi.org/10.1093/geront/gny174.

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Abstract Background and Objectives Previous studies have shown that staff perception of team effectiveness is related to better health outcomes in various care settings. This study focused on the Veterans Health Administration’s Home-Based Primary Care (HBPC) program. We examined variations in HBPC interdisciplinary teamwork (IDT) and identified modifiable team and program characteristics that may influence staff perceptions of team effectiveness. Research Design We used a broadly validated survey instrument to measure perceived team effectiveness, workplace conditions/resources, group culture, and respondents’ characteristics. Surveys were initiated in January and completed in July, 2016. Methods Team membership rosters (n = 249) included 2,852 IDT members. The final analytical data set included 1,403 surveys (49%) from 221 (89%) teams. A generalized estimating equation model with logit link function, weighted by survey response rates, was used to examine factors associated with perceived team effectiveness. Results Respondents who served as primary care providers (PCPs) were 8% more likely (p = .0044) to view team’s performance as highly effective compared to other team members. Teams with nurse practitioners serving as team leader reported 6% higher likelihood of high-perceived team effectiveness (p = .0234). High team effectiveness was 13% more likely in sites where the predominant culture was characterized as group/developmental, and 7%–8% more likely in sites with lower environmental stress and better resources and staffing, respectively. Conclusions and Implications Team effectiveness is an important indirect measure of HBPC teams’ function. HBPC teams should examine their predominant culture, workplace stress, resources and staffing, and PCP leadership model as part of their quality improvement efforts.

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Mwondela, Mujing’a D. "Diversity Management for Competitive Advantage: A Multigenerational Perspective during the COVID-19 Pandemic." Scholars Journal of Economics, Business and Management 8, no. 6 (June 6, 2021): 154–56. http://dx.doi.org/10.36347/sjebm.2021.v08i06.001.

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This paper is an examination of generational diversity in the workplace and how organisations can leverage the benefits of these differences during the Covid -19 pandemic to build resilient teams for sustainable competitive advantage. The salient points are that multigenerational differences do exist and if managers overly emphasize them they tend to negatively affect the workplace compared to when the differences are highlighted for team motivation and building reasons. Due to the effects of the Pandemic on the workplace, most notable - the working from home arrangements, social distancing, etc., organisations now need managers who can build crisis resilient teams by blending the likely generational traits through team work, team building activities for improved employee engagement and communication, and last by not the least, match employee rewards with employee expectations during the Pandemic.

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Hartwig, Angelique, Sharon Clarke, Sheena Johnson, and Sara Willis. "Workplace team resilience: A systematic review and conceptual development." Organizational Psychology Review 10, no. 3-4 (April 22, 2020): 169–200. http://dx.doi.org/10.1177/2041386620919476.

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Workplace team resilience has been proposed as a potential asset for work teams to maintain performance in the face of adverse events. Nonetheless, the research on team resilience has been conceptually and methodologically inconsistent. Taking a multilevel perspective, we present an integrative review of the workplace team resilience literature to identify the conceptual nature of team resilience and its unique value over and above personal resilience as well as other team concepts. We advance resilience research by providing a new multilevel model of team resilience that offers conceptual clarification regarding the relationship between individual-level and team-level resilience. The results of our review may form the basis for the development of a common operationalization of team resilience, which facilitates new empirical research examining ways that teams can improve their adversity management in the workplace.

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Schaffer, Bryan. "Dissimilarity-Attraction in Teams: New Ideas for Workplace Diversity Research." Academy of Management Proceedings 2016, no. 1 (January 2016): 12344. http://dx.doi.org/10.5465/ambpp.2016.12344abstract.

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32

Johnson, Martin. "Designing Visionary Leadership Teams." International Journal of Sociotechnology and Knowledge Development 2, no. 1 (January 2010): 12–35. http://dx.doi.org/10.4018/jskd.2010100802.

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Nigel Sykes’ 3E’s concept is examined against established theory and recent work in Organizational Behaviour. The possibility that this concept offers a way of developing social synergy in work groups is explored, and considered in the context of socio-technical systems. 3E’s is based on the categorisation of people in the workplace into roles labelled “Envisioners” “Enablers” or “Enactors”. Role theory is explored, and its relevance to organizational success. The importance of the affective component in motivation and decision-making is identified. A research study is reported testing the 3E’s concept which shows that it corresponds with measurable differences of motivational need, personality factors, and decision-making between individuals. The characteristics of successful group decision-making are linked with the 3E’s differentiation. The 3E’s model offers the possibility of improving person-role fit, and thus organisational performance. It proposes an integrated design for the selection and operation of teams, offering a person-role fit, optimal decision-making behaviour, and consequent social synergy.

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Delaney, William P., and Genevieve Ames. "Work Team Attitudes, Drinking Norms, and Workplace Drinking." Journal of Drug Issues 25, no. 2 (April 1995): 275–90. http://dx.doi.org/10.1177/002204269502500205.

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This article investigates the relationship between work team attitudes, drinking norms, and workplace drinking in a large assembly line factory in the Midwest. Respondents were asked whether significant persons at work (friends, team members, and supervisors) would approve or disapprove if they engaged in three types of work-related drinking (before work, at work, and at work to intoxication). Respondents were also asked whether they agreed or disagreed with several positive and negative statements about work teams–a new form of assembly line production introduced in the 1980s. Several items probing relations between union employees and supervisors were also included. Separate regression analyses were used to predict workplace drinking norms and workplace drinking. Using exploratory factor analysis and hierarchical regression, positive attitudes toward work teams significantly predicted less permissive drinking norms even when overall drinking and various background variables were controlled. In a second regression analysis, drinking norms significantly predicted workplace drinking. Additionally, it was revealed in the analysis that hourly African-Americans as a group were significantly more likely to have positive team attitudes and less permissive drinking norms than whites. The role of team-based work system in the primary prevention of workplace alcohol misuse is discussed.

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Handor, Rachida, Anke Persoon, Famke van Lieshout, Marleen Lovink, and Hester Vermeulen. "The Required Competencies of Bachelor- and Master-Educated Nurses in Facilitating the Development of an Effective Workplace Culture in Nursing Homes: An Integrative Review." International Journal of Environmental Research and Public Health 19, no. 19 (September 28, 2022): 12324. http://dx.doi.org/10.3390/ijerph191912324.

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Background: Nursing home care is undergoing significant changes. This requires innovative teams operating in an effective workplace culture characterized by person-centeredness and offering evidence-based care. A pivotal role for bachelor- and master-educated nurses (BNs/MNs) is foreseen to facilitate such cultures; however, there is currently no comprehensive overview of what competencies this requires. Objectives: To identify what competencies are required from BNs/MNs in facilitating the development of an effective workplace culture in nursing homes. Methods and design: We conducted an integrative review (IR) using Whittemore and Knafl’s method. We searched the PubMed, CINAHL, and PsycINFO databases for studies published between January 2010 and December 2021 in English. Two independent reviewers determined whether studies met inclusion: bachelor- or master-educated nurse; nursing home; professional competencies; and mixed methods or qualitative and qualitative studies. We applied the CASP appraisal tool and analyzed the data by applying content analysis. Results: Sixteen articles were included. Five themes were identified representing required competencies for BNs/MNs facilitating: (1) learning cultures in nursing practice; (2) effective work relationships within teams; (3) leadership capability within teams; (4) implementation of guidelines, standards, and protocols; (5) a work environment acknowledging grief and loss of residents within teams. Conclusions: It shows that the BN/MN applies five competencies associated with a facilitator role to promote the development of an effective workplace culture to achieve a safe, high-level quality of care, satisfaction, and well-being. An overarching leadership as a change champion will support teams to achieve a quality that should guide the transformation in nursing care.

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35

Ender, Johanna, Jan Cetric Wagner, Georg Kunert, Fang Bin Guo, Roland Larek, and Thorsten Pawletta. "CONCEPT OF A SELF-LEARNING WORKPLACE CELL FOR WORKER ASSISTANCE WHILE COLLABORATION WITH A ROBOT WITHIN THE SELF-ADAPTING-PRODUCTION-PLANNING-SYSTEM." Informatyka, Automatyka, Pomiary w Gospodarce i Ochronie Środowiska 9, no. 4 (December 15, 2019): 4–9. http://dx.doi.org/10.35784/iapgos.36.

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For some time, the focus of past research on industrial workplace designs has been the optimization of processes from the technological point of view. Since human workers have to work within this environment the design process must regard Human Factor needs. The operators are under additional stress due to the range of high dynamic processes and due to the integration of robots and autonomous operating machines. There have been few studies on how Human Factors influence the design of workplaces for Human-Robot Collaboration (HRC). Furthermore, a comprehensive, systematic and human-centred design solution for industrial workplaces particularly considering Human Factor needs within HRC is widely uncertain and a specific application with reference to production workplaces is missing. The research findings described in this paper aim the optimization of workplaces for manual production and maintenance processes with respect to the workers within HRC. In order to increase the acceptance of integration of human-robot teams, the concept of the Assisting-Industrial-Workplace-System (AIWS) was developed. As a flexible hybrid cell for HRC integrated into a Self-Adapting-Production-Planning-System (SAPPS) assists the worker while interaction.

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36

Wiesche, Manuel. "Interruptions in Agile Software Development Teams." Project Management Journal 52, no. 2 (March 1, 2021): 210–22. http://dx.doi.org/10.1177/8756972821991365.

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Agile approaches help software development project teams to better meet user needs and ensure flexibility in uncertain environments. But using agile approaches invites changes to the project and increases interactions between team members, which both cause interruptions in the workplace. While interruptions can help in task completion and increase process flexibility, they can also hinder employee productivity. We conducted an exploratory study of four agile software development teams. Our analysis identified (1) programming-related work impediments, (2) interaction-related interruptions, and (3) interruptions imposed by the external environment, which were managed by improved information retrieval and reduced team dependencies.

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37

Бершадский, М., M. Bershadskiy, А. Кузнецова, and A. Kuznecova. "State, Forms and Trends of Teachers’ Professional Collaboration at Work." Profession-Oriented School 6, no. 6 (December 25, 2018): 37–42. http://dx.doi.org/10.12737/article_5c07ca1f363744.72946253.

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In order to develop scientifi c mechanisms for improving the quality of education based on the organization of professional interaction of school teachers at the workplace, a comprehensive study of the current state, forms and trends of professional interaction of teachers at the workplace was carried out, as well as a comprehensive analysis of best Russian and foreign experience in the fi eld of professional interaction of teachers’ place, the activities of teams of teachers. Based on the results of the analysis, conclusions were drawn on the relevance of the development of professional interaction practices of teachers and models of organizing teams of school teachers.

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38

Yue, Chen, Patrick S. W. Fong, and Teng Li. "Meeting the challenge of workplace change: Team cooperation outperforms team competition." Social Behavior and Personality: an international journal 47, no. 7 (July 18, 2019): 1–15. http://dx.doi.org/10.2224/sbp.7997.

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We examined the influence of reward structures on team adaptation. We collected data from Chinese university students, whom we assigned to 62 teams of 3 members. They took part in a team-based card game in a laboratory setting to test if a cooperative structure promotes team adaptation by facilitating shared mental model updating, and if a competitive structure harms team adaptation by preventing shared mental model updating. This proposition was supported by the results of the between-group factorial design experiment: The efficiency of the shared mental model was lost when predicting team performance in an uncertain environment. Teams with a cooperative structure outperformed teams with a competitive structure in the task changes, and this effect was mediated by shared mental model updating. Thus, team managers should adopt a cooperative-based structure in an uncertain environment to achieve team adaptation, as well as training team members to understand the changed situation.

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39

Kane, Liza, Tim Lucas, and Margaret Cooke. "Finding a better balance." Structural Engineer 98, no. 6 (June 1, 2020): 13–15. http://dx.doi.org/10.56330/vxup2949.

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40

Liu, Yihao, Dana R. Vashdi, Thomas Cross, Peter Bamberger, and Amir Erez. "Exploring the puzzle of civility: Whether and when team civil communication influences team members’ role performance." Human Relations 73, no. 2 (March 18, 2019): 215–41. http://dx.doi.org/10.1177/0018726719830164.

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Does ‘being nice’ to each other always improve employee performance? Although research on workplace incivility has been growing, little is known about the flip side of it – workplace civility. In fact, different theoretical perspectives have suggested that civility could have positive (i.e. the flexibility perspective) or negative (i.e. the heuristics perspective) cognitive implications. In the current research, we examined whether and when workplace civility (operationalized as team civil communication) influences team members’ role performance in two studies. In Study 1, we recorded team civil communication among 108 teams of students who participated in a team-based simulation, and found that team civil communication enhanced team members’ role performance. In Study 2, we observed and coded 186 real-time surgeries conducted by surgical teams from a health-care center. Results showed a more nuanced and complex pattern regarding the influence of team civil communication, insofar as it enhanced team members’ role performance in teams with less complex tasks, but the effect decreased or even flipped to negative when team task complexity increased. These findings suggest that civility can have both positive and negative influences on performance, with the net effect being contingent upon the broader environmental demands faced by the team.

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41

Burleson, Seterra D., Whitney A. Tyler, Debra A. Major, and Katelyn R. Reynoldson. "Women in STEM Workplaces and Computer-Mediated Communication." International Journal of Virtual Communities and Social Networking 10, no. 3 (July 2018): 1–22. http://dx.doi.org/10.4018/ijvcsn.2018070101.

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As women have the potential to bring unique perspectives to the workplace, the under-representation of women in STEM occupations is a severe limitation to global advancement through research and innovation. Workplace utilization of computer-mediated communication (CMC) may impact common barriers faced by women in STEM, such as stereotypes, a “chilly” workplace climate, lack of social support and mentorship opportunities, and work-family conflict. As organizations shift further into the use of virtual communication, it is essential to take advantage of CMC as a way to facilitate gender equality in the workplace while simultaneously mitigating barriers workplace CMC may present for women in STEM. The potential implications of workplace virtual communication, virtual teams, e-mentoring, cyber incivility, and telecommuting for women in STEM careers are discussed.

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42

Swansbrough, Robert H. "Familiarity Breeds Respect Toward Congress: Teams in the Classroom and Workplace." PS: Political Science & Politics 36, no. 4 (October 2003): 769–72. http://dx.doi.org/10.1017/s104909650300310x.

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43

Uday-Riley, Marcey. "Eight critical steps to improve workplace performance with cross-cultural teams." Performance Improvement 45, no. 6 (July 2006): 28–32. http://dx.doi.org/10.1002/pfi.2006.4930450608.

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44

Ben Sasson, Dvora, and Anit Somech. "Do teachers misbehave? Aggression in school teams." Journal of Educational Administration 53, no. 6 (September 7, 2015): 755–72. http://dx.doi.org/10.1108/jea-01-2014-0011.

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Purpose – Despite growing research on school aggression, significant gaps remain in the authors’ knowledge of team aggression, since most studies have mainly explored aggression on the part of students. The purpose of this paper is to focus on understanding the phenomenon of workplace aggression in school teams. Specifically, the purpose of the study was to examine whether team affective conflict in school teams mediates the relationship between team injustice climate (distributive, procedural, and interpersonal injustice climate) and team aggression. Design/methodology/approach – Data were collected from a survey of 43 school teams at different schools using questionnaires. Findings – Results showed that team affective conflict played a role in fully mediating the relationship of team procedural and interpersonal injustice climate to team aggression. Research limitations/implications – The present results empirically support the notion that workplace aggression can be considered not only an individual phenomenon but also a team phenomenon. Furthermore, it highlights the significance of organizational factors in predicting this phenomenon. The study should serve to encourage principals to reduce the level of team aggression and develop a supportive climate characterized by fair procedures and respect. Originality/value – A review of the literature also reveals that little investigative effort has been made by scholars to examine aggression on the part of teachers. Evidence for this can be seen in the scarcity of publications on this topic. The current literature’s call to address this issue in schools and at the team level (Fox and Stallworth, 2010) stimulated the present study by highlighting the importance of exploring the contextual factors, rather than the individual ones, responsible for school team aggression.

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45

Brandão, Dafne Eva Corrêa, and Cristina Maria Galvão. "Nursing team stress in the perioperative period: an integrative review." Rev Rene 14, no. 4 (2013): 836–44. http://dx.doi.org/10.15253/2175-6783.20130004000021.

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This integrative review aimed at analyzing evidences available in literature regarding stress levels in nursing teams during the perioperative period. Primary studies were searched in the following databases: PubMed, CINAHL and LILACS. Included studies were grouped into the following thematic categories: stress level in the workplace and stress factors (n=8) and stress coping strategies used by the nursing staff (n=6). Evidence suggests that stress in the workplace worsens the health of the nursing team, provoking undesirable effects both in the professional and personal lives of these professionals. The assessment of working conditions to identify the main stressing factors and the implementation of individual and organizational measures to reduce nursing teams stress may increase productivity and workers’ satisfaction, improving the assistance quality offered to surgical patients.

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46

Foster, Sam. "Poor leaders feed on illusory insecurity." British Journal of Nursing 31, no. 14 (July 21, 2022): 761. http://dx.doi.org/10.12968/bjon.2022.31.14.761.

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Sam Foster, Chief Nurse, Oxford University Hospitals, reflects on how destructive leadership generates uncertainly in the workplace and foments fear in teams, leading to acceptance of a toxic work culture

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47

SALVATION, MARK DIRIKORIGHA. "Communication and Conflict Resolution in the Workplace." Dev Sanskriti Interdisciplinary International Journal 13 (January 31, 2019): 25–46. http://dx.doi.org/10.36018/dsiij.v13i.112.

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Good communication is required to build and maintain mutual relationship in project teams. This is because effective communication can enable a work team to achieve their goals. This stems from the fact that when the employees understand the management expectations and target goals, they will be able to do their work task based on the required standard. Also, effective communication is critical to the success of team work because the ability to work together without issues is determined by conveying the right information at the right. However, despite the crucial role played by effective communication in a productive work environment, it was found that Matrix Coating Resource Sdn Bhd (MCR) often experience communication issues among the workforce and this result to workplace conflict and employee relationship issues. It was on this note that this consultancy project critically examined the communications and employee relationships practices of MCR in order to determine key areas required to improve project tasks completion. A sample of 50 respondents were chosen from the workforce using both interview and questionnaire instruments. The study found that the staff of Matrix often experience communication issues and this leads to disagreements and misunderstanding among the workforce. This is because proper communication using appropriate channel can help to ease both the number and severity of workplace conflicts. Driven by this, it was proposed that the management of Matrix should do well to employ people with solid communication skills because this will allow them to work together cohesively and professionally, address the issue through training exercises and behaviour modeling. It should conduct constant training programmes especially for the new staff so as to improve their ability to communicate clearly and concisely with colleagues and work team members, include communication skills in the appraisal of employees’ performance and tie the organization’s objectives into performance appraisal so as to achieve the goals of the company and develop team building exercises to strengthen intra-office relationship. This is because high performance teams often become more cohesive overtime as they gain experiences working and communicating with other teams in the workplace. Therefore, exciting activities such as informal networking groups, team exercises and others so as to enable the staff to work together in a cohesive way. The team building process will allow the team members to learn the best ways to work together through team experience without issues.

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48

Amaya, Megan, Bernadette Mazurek Melnyk, Brenda Buffington, and Lauren Battista. "Workplace Wellness Champions: Lessons Learned and Implications for Future Programming." Building Healthy Academic Communities Journal 1, no. 1 (May 31, 2017): 59. http://dx.doi.org/10.18061/bhac.v1i1.5744.

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Background: Wellness champion teams can be a critical "grass roots" strategy in building a culture of worksite wellness; however, little is known about key elements of programs to prepare individuals for this role and their level of impact.Aim: To describe the components of a worksite wellness champion program at a large public land grant university in the Midwest and the characteristics of individuals who participate in this role.Methods: The Wellness Innovator program components, including processes of recruitment and retention, as well as demographic data of the Innovators are described.Results: 464 Innovators currently serve in the role. Support from supervisors/managers is key for sustained Innovator engagement.Conclusions: The Wellness Innovator program is an important strategy in encouraging faculty and staff to participate in wellness activities and services. More research is needed to determine the impact of wellness champion teams on health and wellness outcomes.

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49

Arora, Rachna, Sandeep Gajendragadkar, and Netra Neelam. "Team Effectiveness: A Key to Success in ‘IT Organizations’." Australasian Accounting, Business and Finance Journal 17, no. 1 (2023): 97–110. http://dx.doi.org/10.14453/aabfj.v17i1.08.

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This study is an attempt is to examine the relationship between different characteristics which makes project teams effective and lead to the success of projects in IT organizations. A survey was conducted on 110 IT professionals who are part of various project teams in IT organizations. A correlation test is used to see the interdependence, and a linear regression model is used to establish a relationship in team effectiveness variables. The result shows that team purpose and goals, team roles, team processes and team relationships contribute to the team's effectiveness and are interdependent. Team purpose & goals and team relationships are positively related. Team roles are also positively related to team processes. There is a need to build and maintain effective teams to maximize team productivity in the organization. This paper lays emphasis on the necessity of investing efforts in various team effectiveness dimensions, regarding team purpose and goals, team roles, team processes and team relationships for developing effective teams. Teamwork is an important lever to create a competitive edge in a globalized competitive environment, so this study contributes significantly to evaluating characteristics responsible for team effectiveness in IT organizations and would be useful for managers to create effective & resilient teams as workplace resilience has been considered an essential asset for enhancing performance and well-being in the face of challenging circumstances.

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50

Djordjilovic, Olga. "Displaying and developing team identity in workplace meetings – a multimodal perspective." Discourse Studies 14, no. 1 (February 2012): 111–27. http://dx.doi.org/10.1177/1461445611427205.

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This article addresses the issue of how team identity is constructed between two people during a series of regular meetings of a work group in Serbia. Using conversation analysis to investigate (multimodal) social actions, this study looks at the recurrent construction of an implicit team identity by focusing on management of speaking rights and co-construction of units, and displays of knowledge and accountability. With its longitudinal perspective, the article contributes to the existing body of research on teams in interaction in general, as it builds upon previous research on interactional parties and conjoined participation. The results are especially relevant for the investigations of teams in meetings, as they provide evidence of how formal features of interaction are recurrently employed to display institutionally relevant epistemics and accountability.

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