The Constraints and Problems in Team Performance Management
DOI:
https://doi.org/10.15678/ZNUEK.2014.0933.0907Keywords:
team, performance management, IMO model, constraints, problemsAbstract
A wide range of factors can affect team performance: setting clear and achievable goals, allocating individual work, utilizing an individual’s skills, monitoring performance, maintaining team cohesion and identity, being able to handle internal conflicts, maintaining relationships with other teams, systems and resources available to teams and the quality of leadership. These problems and constraints affecting team performance management (TPM) are found on a global scale irrespective of a country’s individual work culture. This paper presents the nature of team performance management in order to discuss common TPM problems and constraints in the context of worldwide research findings. Environmental factors and team dynamics consistently influence team effectiveness. It is now clear that there is a need for future research to look at the complexity of team dynamics over time.
Downloads
References
Armstrong M. (2009), Armstrong’s Handbook of Performance Management. An Evidence-based Guide to Delivering High Performance, 4th ed., Kogan Page.
Barrick M. B., Bradley B. H., Kristof-Brown A. L., Colbert A. E. (2007), The Moderating Role of Top Management Team Interdependence: Implications for Real Teams and Working Groups, “Academy of Management Journal”, 50: 544–557, http://dx.doi.org/10.5465/AMJ.2007.25525781.
Belbin M. (2010), Nie tylko zespół, Oficyna a Wolters Kluwer business, Warszawa.
Bell S. T. (2007), Deep-level Composition Variables as Predictors of Team Performance: A Meta-analysis, “Journal of Applied Psychology”, 92: 595–615, http://dx.doi.org/10.1037/0021-9010.92.3.595.
Bernardin H. J. (2010), Human Resource Management: An Experiential Approach, 4th ed., McGraw-Hill International Edition.
Bradley J., White B. J., Mennecke B. E. (2003), Teams and Tasks – A Temporal Framework for the Effects of Interpersonal Interventions on Team Performance, “Small Group Research”, 34(3): 353–387, http://dx.doi.org/10.1177/1046496403034003004.
Buchner T. W. (2007), Performance Management Theory: A Look from the Performer’s Perspective with Implications for HRD, “Human Resource Development International”, vol. 10, nr 1: 59–73, http://dx.doi.org/10.1080/13678860601170294.
Bunderson J. S., Sutcliffe K. M. (2003), Management Team Learning Orientation and Business Unit Performance, “Journal of Applied Psychology”, 88: 552–560, http://dx.doi.org/10.1037/00219010.88.3.552.
Campion M. A., Medsker G. J., Higgs A. C. (1993), Relations between Work Group Characteristics and Effectiveness: Implications for Designing Effective Work Groups, “Personnel Psychology”, 46: 823–850, http://dx.doi.org/10.1111/j.1744-6570.1993.tb01571.x.
Carson J. B., Tesluk P. E., Marrone J. A. (2007), Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance, “Academy of Management Journal”, 50: 1217–1234, http://dx.doi.org/10.2307/AMJ.2007.20159921.
Carte T. A., Chidambaram L., Becker A. (2006), Emergent Leadership in Self-managed Virtual Teams, “Group Decision and Negotiation”, 15: 323–343, http://dx.doi.org/10.1007/s10726-006-9045-7.
Cohen S. G., Bailey D. E. (1997), What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite, “Journal of Management”, 23: 239–290, http://dx.doi.org/10.1177/014920639702300303.
De Dreu C. K. W., Weingart L. R. (2003), Task versus Relationship Conflict: Team Performance, and Team Member Satisfaction: A Meta-analysis, “Journal of Applied Psychology”, 88: 741–749, http://dx.doi.org/10.1037/0021-9010.88.4.741.
De Jong A., De Ruyter K., Wetzels M. (2005), Antecedents and Consequences of Group Potency: A Study of Self-managing Service Teams, “Management Science”, 51: 1610–1625, http://dx.doi.org/10.1287/mnsc.1050.0425.
Edmondson A. (1999), Psychological Safety and Learning Behavior in Work Teams, “Administrative Science Quarterly”, 44: 350–383, http://dx.doi.org/10.2307/2666999.
Egan G. (1995), A Clear Path to Peak Performance, “People Management”, vol. 1, nr 10: 34–37.
Felps W., Mitchell T. R., Byington E. (2006), How, When, and Why Bad Apples Spoil the Barrel: Negative Group Members and Dysfunctional Groups, “Research in Organizational Behavior”, 27: 175–222, http://dx.doi.org/10.1016/S0191-3085(06)27005-9.
Furnham A. (2004), Performance Management Systems, “European Business Journal”, vol. 16(2): 83–94.
Gilson L. L., Mathieu J. E., Shalley C. E., & Ruddy T. M. (2005), Creativity and Standardization: Complementary or Conflicting Drivers of Team Effectiveness, “Academy of Management Journal”, 48: 521–531, http://dx.doi.org/10.5465/AMJ.2005.17407916.
Gilson L. L., Shalley C. E. (2004), A Little Creativity Goes a Long Way: An Examination of Teams’ Engagement In Creative Processes, “Journal of Management”, 30: 453–470, http://dx.doi.org/10.1016/j.jm.2003.07.001.
Gully S. M. (2000), Work Teams Research: Recent Findings and Future Trends (in:) M. M. Beyerlein (ed.), Work Teams: Past, Present and Future, Kluwer Academic, The Netherlands.
Harrison D. A., Price K. H., Bell M. P. (1998), Beyond Relational Demography: Time and the Effects of Surface and Deep-level Diversity on Work Group Decisions, “Academy of Management Journal”, 41: 96–107, http://dx.doi.org/10.2307/256901.
Houldsworth E., Jirasinghe D. (2006), Managing and Measuring Employee Performance, Kogan Page.
Ilgen D. R., Hollenbeck J. R., Johnson M., Jundt D. (2005), Teams in Organizations: From Input-process-output Models to IMOI Models, “Annual Review of Psychology”, 56: 517–543, http://dx.doi.org/10.1146/annurev.psych.56.091103.070250.
Janssen O., Van de Vliert E., Veenstra C. (1999), How Task and Person Conflict Shape the Role of Positive Interdependence in Management Teams, “Journal of Management”, 25: 117–141, http://dx.doi.org/10.1177/014920639902500201.
Katzenbach J. R., Smith D. K. (2001), Siła zespołów. Wpływ siły zespołowej na efektywność organizacji, Oficyna Ekonomiczna, Oddział Polskich Wydawnictw Profesjonalnych, Kraków.
Kozlowski S. W. J., Bell B. S. (2003), Work Groups and Teams in Organizations (in:) W. C. Borman, D. R. Ilgen, R. J. Klimoski (eds), Handbook of Psychology: Industrial and Organizational Psychology, vol. 12, Wiley, London.
Kozlowski S. W. J., Gully S. M., Nason E. R., Smith E. M. (1999), Developing Adaptive Teams: A Theory of Compilation and Performance across Levels and Time (in:) D. R. Ilgen, E. D. Pulakos (eds), The Changing Nature of Work Performance: Implications for Staffing, Personnel Actions, and Development, Jossey-Bass, San Francisco.
Kozlowski S. W. J., Ilgen D. R. (2006), Enhancing the Effectiveness of Work Groups and Teams, “Psychological Science in the Public Interest”, vol. 7, nr 3, 77–124, http://dx.doi.org/10.1111/j.1529-1006.2006.00030.x.
LePine J. A., Buckman B. R., Crawford E. R., Methot J. R. (2011), A Review of Research on Personality in Teams: Accounting for Pathways Spanning Levels of Theory and Analysis, “Human Resource Management Review”, 21, 311–330, http://dx.doi.org/10.1016/j.hrmr.2010.10.004.
Marks M. A., Mathieu J. E., Zaccaro S. J. (2001), A Temporally Based Framework and Taxonomy of Team Processes, “Academy of Management Review”, 26(3): 356–376, http://dx.doi.org/10.5465/AMR.2001.4845785.
Martins L. L., Gilson L. L., Maynard M. T. (2004), Virtual Teams: What Do We Know and Where Do We Go from Here?, “Journal of Management”, 30: 805–835, http://dx.doi.org/10.1016/j.jm.2004.05.002.
Mathieu J., Maynard M. T., Rapp T., Gilson L. (2008), Team Effectiveness 1997–2007: A Review of Recent Advancements and a Glimpse into the Future, “Journal of Management”, 34(3): 410–476, http://dx.doi.org/10.1177/0149206308316061.
Mathieu J. E., Tannenbaum S. I., Donsbach J. S., Alliger G. M. (2014), A Review and Integration of Team Composition Models Moving toward a Dynamic and Temporal Framework, “Journal of Management”, 40(1): 130–160, http://dx.doi.org/10.1177/0149206313503014.
McGrath J. E. (1984), Groups: Interaction and Performance, Prentice Hall, Englewood Cliffs, NJ.
Morgeson F. P., Reider M. H., Campion M. A. (2005), Selecting Individuals in Team Settings: The Importance of Social Skills, Personality Characteristics, and Teamwork Knowledge, “Personnel Psychology”, 58: 583–611, http://dx.doi.org/10.1111/j.1744-6570.2005.655.x.
Purcell J., Hutchinson S., Kinnie N. (1998), The Lean Organisation, IPD, London.
Stewart G. L., Barrick M. R. (2000), Team Structure and Performance: Assessing the Mediating Role of Intrateam Process and the Moderating Role of Task Type, “Academy of Management Journal”, 43: 135–148, http://dx.doi.org/10.2307/1556372.
Webber S. S., Donahue L. M. (2001), Impact of Highly and Less Job-related Diversity on Work Group Cohesion and Performance: A Meta-analysis, “Journal of Management”, 27: 141–162, http://dx.doi.org/10.1177/014920630102700202.
Williams R. S. (2006), Managing Employee Performance: Design and Implementation in Organizations, “Psychology@Work”.
