Interpersonal relationships and task performance: An examination of mediation processes in friendship and acquaintance groups.
01 Apr 1997-Journal of Personality and Social Psychology (American Psychological Association)-Vol. 72, Iss: 4, pp 775-790
TL;DR: This paper used a 2 by 2 experimental design to examine group processes (information sharing, morale building, planning, critical evaluation, commitment, monitoring, and cooperation) that mediate the effect of relationship level on group performance.
Abstract: This study used multiple methods to examine group processes (information sharing, morale building, planning, critical evaluation, commitment, monitoring, and cooperation) that mediate the effect of relationship level on group performance. The study uses a 2 by 2 experimental design, crossing relationship (friendship vs. acquaintance) as a between-subjects variable and task type (decision making vs. motor) as a within-subject variable. Fifty-three 3-person groups participated in the study, and data from 4 types of measurement were used to analyze the mediating processes between relationship level and task performance. Friendship groups performed significantly better than acquaintance groups on both decision-making and motor tasks because of a greater degree of group commitment and cooperation. Critical evaluation and task monitoring also significantly increased decision-making performance, whereas positive communication mediated the relationship between friendship and motor task performance.
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Cites background from "Interpersonal relationships and tas..."
...In these groups, members are more likely to trust and respect one another and feel that they are working toward a cooperative rather than competitive goal (Amason & Sapienza, 1997; Jehn & Shah, 1997)....
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...In addition, research has shown that increased familiarity tends to result in beneficial information sharing, improved conflict resolution, and better task performance (Gruenfeld, Mannix, Williams, & Neale, 1996; Jehn & Shah, 1997; Shah & Jehn, 1993)....
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...In contrast, moderate levels of task conflict have been shown to be beneficial to group performance in certain types of tasks (Jehn, 1995; Shah & Jehn, 1993; Jehn & Shah, 1997)....
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TL;DR: In this paper, the authors review team research that has been conducted over the past 10 years and discuss the nature of work teams in context and note the substantive differences underlying different types of teams.
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Cites background from "Interpersonal relationships and tas..."
...Similarly, Edmondson (1999) examined team learning behaviors whereas Jehn and Shah (1997) assessed team cognitive task performance, or the degree to which a team’s decision matches those of an expert committee....
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TL;DR: The results of the authors' meta-analyses revealed stronger correlations between cohesion and performance when performance was defined as behavior (as opposed to outcome), when it was assessed with efficiency measures, and as patterns of team workflow became more intensive.
Abstract: Previous meta-analytic examinations of group cohesion and performance have focused primarily on contextual factors. This study examined issues relevant to applied researchers by providing a more detailed analysis of the criterion domain. In addition, the authors reinvestigated the role of components of cohesion using more modern meta-analytic methods and in light of different types of performance criteria. The results of the authors’ meta-analyses revealed stronger correlations between cohesion and performance when performance was defined as behavior (as opposed to outcome), when it was assessed with efficiency measures (as opposed to effectiveness measures), and as patterns of team workflow became more intensive. In addition, and in contrast to B. Mullen and C. Copper’s (1994) meta-analysis, the 3 main components of cohesion were independently related to the various performance domains. Implications for organizations and future research on cohesion and performance are discussed.
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TL;DR: This article seeks to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating the many ways in which moderators and mediators differ, and delineates the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena.
Abstract: In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators.
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TL;DR: The centrality of the self-efficacy mechanism in human agency is discussed in this paper, where the influential role of perceived collective effi- cacy in social change is analyzed, as are the social con- ditions conducive to development of collective inefficacy.
Abstract: This article addresses the centrality of the self-efficacy mechanism in human agency. Self-per- cepts of efficacy influence thought patterns, actions, and emotional arousal. In causal tests the higher the level of induced self-efficacy, the higher the perfor- mance accomplishments and the lower the emotional arousal. Different lines of research are reviewed, show- ing that the self-efficacy mechanism may have wide explanatory power. Perceived self-efficacy helps to ac- count for such diverse phenomena as changes in coping behavior produced by different modes of influence, level of physiological stress reactions, self-regulation of refractory behavior, resignation and despondency to failure experiences, self-debilitating effects of proxy control and illusory inefficaciousness, achievement strivings, growth of intrinsic interest, and career pur- suits. The influential role of perceived collective effi- cacy in social change is analyzed, as are the social con- ditions conducive to development of collective inefficacy. Psychological theorizing and research tend to cen- ter on issues concerning either acquisition of knowledge or execution of response patterns. As a result the processes governing the interrelation- ship between knowledge and action have been largely neglected (Newell, 1978). Some of the re- cent efforts to bridge this gap have been directed at the biomechanics problem—how efferent com- mands of action plans guide the production of ap- propriate response patterns (Stelmach, 1976,1978). Others have approached the matter in terms of algorithmic knowledge, which furnishes guides for executing action sequences (Greeno, 1973; Newell, 1973). ,
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TL;DR: An up-to-date handbook on conceptual and methodological issues relevant to the study of industrial and organizational behavior is presented in this paper, which covers substantive issues at both the individual and organizational level in both theoretical and practical terms.
Abstract: An up-to-date handbook on conceptual and methodological issues relevant to the study of industrial and organizational behavior. Chapters contributed by leading experts from the academic and business communities cover substantive issues at both the individual and organizational level, in both theoretical and practical terms.
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17 Sep 2013
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TL;DR: For instance, this article found that compliance, identification, and internalization are positively related to prosocial behaviors and negatively related to turnover in university employees and students, and that internalization is predictive of financial donations to a fund-raising campaign.
Abstract: Previous research on organizational commitment has typically not focused on the underlying dimensions of psychological attachment to the organization. Results of two studies using university employees (N = 82) and students (N = 162) suggest that psychological attachment may be predicated on compliance, identification, and internalization (e.g., Kelman, 19S8). Identification and internalization are positively related to prosocial behaviors and negatively related to turnover. Internalization is predictive of financial donations to a fund-raising campaign. Overall, the results suggest the importance of clearly specifying the underlying dimensions of commitment using notions of psychological attachment and the various forms such attachment can take. In the past decade, the construct of organizational commitment has occupied a prominent place in organizational behavior research (Mowday, Porter, & Steers, 1982; Salancik, 1977; Staw & Ross, 1978). Unfortunately, as Morrow (1983, p. 486) has pointed out, "the growth in commitment related concepts has not been accompanied by a careful segmentation of commitment's theoretical domain in terms of intended meaning of each concept or the concepts' relationships among each other." By her count, there are over 25 commitment-related concepts and measures. Staw (1977), for instance, has noted that the value of commitment as a separate construct distinct from other psychological concepts such as motivation, involvement, or behavioral intention remains to be demonstrated. What is needed are theoretical and operational definitions that clearly differentiate commitment and its components from other re
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