Despite the lengthy history of team cohesion-performance research, little is known about their re... more Despite the lengthy history of team cohesion-performance research, little is known about their reciprocal relationships over time. Using meta-analysis, we synthesize findings from 17 CLP design studies, and analyze their results using SEM. Results support that team cohesion and performance are related reciprocally with each other over time. We then used longitudinal data from 205 members of 57 student teams who competed in a complex business simulation over 10 weeks, to test: (a) whether team cohesion and performance were related reciprocally over multiple time periods, (b) the relative magnitude of those relationships, and (c) whether they were stable over time. We also considered the influence of team members' academic competence and degree of shared leadership on these dynamics. As anticipated, cohesion and performance were related positively, and reciprocally, over time. However, the cohesion → performance relationship was significantly higher than the performance → cohesion relationship. Moreover, the cohesion → performance relationship grew stronger over time whereas the performance → cohesion relationship remained fairly consistent over time. As expected, shared leadership related positively to team cohesion but not directly to their performance; whereas average team member academic competence related positively to team performance but was unrelated to team cohesion. Finally, we conducted and report a replication using a second sample of students competing in a business simulation. Our earlier substantive relationships were mostly replicated, and we illustrated the dynamic temporal properties of shared leadership. We discuss these findings in terms of theoretical importance, applied implications, and directions for future research. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
This paper describes an integrated effort to define and measure organizational factors related to... more This paper describes an integrated effort to define and measure organizational factors related to nuclear power plant safety. The research began by reviewing previously conducted studies looking at nuclear power operations and operations in other high reliability industries for ...
... View all references), a popular approach was advocated by Mathieu et al. ... A conceptual fr... more ... View all references), a popular approach was advocated by Mathieu et al. ... A conceptual framework and taxonomy of team ... in nature and vary as a function of team context, inputs, processes, and outcomes (p. 357) and offered cohesion, trust, and collective efficacy as examples. ...
Although time urgency is seen as unidimensional in traditional measures of the Type A behavior pa... more Although time urgency is seen as unidimensional in traditional measures of the Type A behavior pattern, F. J. Landy, H. Rastegary, J. Thayer, and C. Colvin (1991) concluded that it is a multidimensional construct. They developed behaviorally anchored rating scales (BARS) that correspond to 7 dimensions of time urgency. This multitrait–multimethod study used 4 raters’ evaluations of 183 students at
Conference Record for 1992 Fifth Conference on Human Factors and Power Plants, 1992
... Rick Jacobs, John Mathieu, Frank Landy, Tony Baratta, Gordon Robinson, David Hofmann and Kath... more ... Rick Jacobs, John Mathieu, Frank Landy, Tony Baratta, Gordon Robinson, David Hofmann and Kathleen Ringenbach Department of Psychology Moore Building Penn State University University Park PA 16802 Events that have occurred in the Nuclear industry within the past 15 ...
Employee psychological empowerment is widely accepted as a means for organizations to compete in ... more Employee psychological empowerment is widely accepted as a means for organizations to compete in increasingly dynamic environments. Previous empirical research and meta-analyses have demonstrated that employee psychological empowerment is positively related to several attitudinal and behavioral outcomes including job performance. While this research positions psychological empowerment as an antecedent influencing such outcomes, a close examination of the literature reveals that this relationship is primarily based on cross-sectional research. Notably, evidence supporting the presumed benefits of empowerment has failed to account for potential reciprocal relationships and endogeneity effects. Accordingly, using a multiwave, time-lagged design, we model reciprocal relationships between psychological empowerment and job performance using a sample of 441 nurses from 5 hospitals. Incorporating temporal effects in a staggered research design and using structural equation modeling techniqu...
Drawing from , we proposed that narrowly focused teamwork processes load onto 3 higher-order team... more Drawing from , we proposed that narrowly focused teamwork processes load onto 3 higher-order teamwork process dimensions, which in turn load onto a general teamwork process factor. Results of model testing using meta-analyses of relationships among narrow teamwork processes provided support for the structure of this multidimensional theory of teamwork process. Metaanalytic results also indicated that teamwork processes have positive relationships with team performance and member satisfaction, and that the relationships are similar across the teamwork dimensions and levels of process specificity. Supplemental analyses revealed that the 3 intermediate-level teamwork processes are positively and strongly related to cohesion and potency. Results of moderator analyses suggested that relationships among teamwork processes and team performance are somewhat dependent on task interdependence and team size.
This study examined whether variables at individual, unit, and suborganization levels influence t... more This study examined whether variables at individual, unit, and suborganization levels influence the extent to which the knowledge and skills learned in employee involvement (EI) training are generalized beyond specific EI activities. Training generalization occurs when the knowledge and skills learned in training for a specific purpose in one context (e.g., EI training for use in quality circles) are applied by trainees in another context (e.g., regular job duties). A multiple-cross-level design using data gathered from 252 employees and supervisors drawn from 88 units across 11 suborganizations provided support for both individual and situational effects. Hierarchical regression results demonstrated that characteristics at individual, unit, and suborganization levels significantly predicted the extent EI knowledge, skills, and attitudes were generalized to the core job activities. As predicted, trainees were more likely to use EI training in performing core job activities the more EI activities they participated in, the greater their commitment to the organization, and the less cynical they were about the likelihood of positive organizational change. Contrary to expectations, more generalization of EI training was found to occur in units and suborganizations with less participative climates.
We proposed a model that included individual and situational antecedents of self-efficacy develop... more We proposed a model that included individual and situational antecedents of self-efficacy development during training. Initial performance and self-efficacy levels, achievement motivation, and choice were examined as individual variables. Constraints, operationalized at both the individual and aggregate levels of analysis, were examined as situational influences. Mid-course efficacy was hypothesized to have positive linear relationships with training reactions and subsequent performance, and an interactive relationship with performance when training reactions were considered as a moderator. Survey data were gathered at two points in time from 215 students enrolled in 15 eight-week long university bowling classes. All of the hypothesized antecedents of mid-course self-efficacy were significant except aggregate and individual situational constraints, although both constraints related negatively to training reactions. Time 2 self-efficacy exhibited significant positive influences on training reactions and subsequent performance, but the hypothesized moderated relationship was not supported.
... Login to save citations to My List. Citation. Database: PsycINFO. [Journal Article]. Toward t... more ... Login to save citations to My List. Citation. Database: PsycINFO. [Journal Article]. Toward theoretically based principles of training effectiveness: A model and initial empirical investigation. Cannon-Bowers, Janis A.; Salas, Eduardo ...
Despite the lengthy history of team cohesion-performance research, little is known about their re... more Despite the lengthy history of team cohesion-performance research, little is known about their reciprocal relationships over time. Using meta-analysis, we synthesize findings from 17 CLP design studies, and analyze their results using SEM. Results support that team cohesion and performance are related reciprocally with each other over time. We then used longitudinal data from 205 members of 57 student teams who competed in a complex business simulation over 10 weeks, to test: (a) whether team cohesion and performance were related reciprocally over multiple time periods, (b) the relative magnitude of those relationships, and (c) whether they were stable over time. We also considered the influence of team members' academic competence and degree of shared leadership on these dynamics. As anticipated, cohesion and performance were related positively, and reciprocally, over time. However, the cohesion → performance relationship was significantly higher than the performance → cohesion relationship. Moreover, the cohesion → performance relationship grew stronger over time whereas the performance → cohesion relationship remained fairly consistent over time. As expected, shared leadership related positively to team cohesion but not directly to their performance; whereas average team member academic competence related positively to team performance but was unrelated to team cohesion. Finally, we conducted and report a replication using a second sample of students competing in a business simulation. Our earlier substantive relationships were mostly replicated, and we illustrated the dynamic temporal properties of shared leadership. We discuss these findings in terms of theoretical importance, applied implications, and directions for future research. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
This paper describes an integrated effort to define and measure organizational factors related to... more This paper describes an integrated effort to define and measure organizational factors related to nuclear power plant safety. The research began by reviewing previously conducted studies looking at nuclear power operations and operations in other high reliability industries for ...
... View all references), a popular approach was advocated by Mathieu et al. ... A conceptual fr... more ... View all references), a popular approach was advocated by Mathieu et al. ... A conceptual framework and taxonomy of team ... in nature and vary as a function of team context, inputs, processes, and outcomes (p. 357) and offered cohesion, trust, and collective efficacy as examples. ...
Although time urgency is seen as unidimensional in traditional measures of the Type A behavior pa... more Although time urgency is seen as unidimensional in traditional measures of the Type A behavior pattern, F. J. Landy, H. Rastegary, J. Thayer, and C. Colvin (1991) concluded that it is a multidimensional construct. They developed behaviorally anchored rating scales (BARS) that correspond to 7 dimensions of time urgency. This multitrait–multimethod study used 4 raters’ evaluations of 183 students at
Conference Record for 1992 Fifth Conference on Human Factors and Power Plants, 1992
... Rick Jacobs, John Mathieu, Frank Landy, Tony Baratta, Gordon Robinson, David Hofmann and Kath... more ... Rick Jacobs, John Mathieu, Frank Landy, Tony Baratta, Gordon Robinson, David Hofmann and Kathleen Ringenbach Department of Psychology Moore Building Penn State University University Park PA 16802 Events that have occurred in the Nuclear industry within the past 15 ...
Employee psychological empowerment is widely accepted as a means for organizations to compete in ... more Employee psychological empowerment is widely accepted as a means for organizations to compete in increasingly dynamic environments. Previous empirical research and meta-analyses have demonstrated that employee psychological empowerment is positively related to several attitudinal and behavioral outcomes including job performance. While this research positions psychological empowerment as an antecedent influencing such outcomes, a close examination of the literature reveals that this relationship is primarily based on cross-sectional research. Notably, evidence supporting the presumed benefits of empowerment has failed to account for potential reciprocal relationships and endogeneity effects. Accordingly, using a multiwave, time-lagged design, we model reciprocal relationships between psychological empowerment and job performance using a sample of 441 nurses from 5 hospitals. Incorporating temporal effects in a staggered research design and using structural equation modeling techniqu...
Drawing from , we proposed that narrowly focused teamwork processes load onto 3 higher-order team... more Drawing from , we proposed that narrowly focused teamwork processes load onto 3 higher-order teamwork process dimensions, which in turn load onto a general teamwork process factor. Results of model testing using meta-analyses of relationships among narrow teamwork processes provided support for the structure of this multidimensional theory of teamwork process. Metaanalytic results also indicated that teamwork processes have positive relationships with team performance and member satisfaction, and that the relationships are similar across the teamwork dimensions and levels of process specificity. Supplemental analyses revealed that the 3 intermediate-level teamwork processes are positively and strongly related to cohesion and potency. Results of moderator analyses suggested that relationships among teamwork processes and team performance are somewhat dependent on task interdependence and team size.
This study examined whether variables at individual, unit, and suborganization levels influence t... more This study examined whether variables at individual, unit, and suborganization levels influence the extent to which the knowledge and skills learned in employee involvement (EI) training are generalized beyond specific EI activities. Training generalization occurs when the knowledge and skills learned in training for a specific purpose in one context (e.g., EI training for use in quality circles) are applied by trainees in another context (e.g., regular job duties). A multiple-cross-level design using data gathered from 252 employees and supervisors drawn from 88 units across 11 suborganizations provided support for both individual and situational effects. Hierarchical regression results demonstrated that characteristics at individual, unit, and suborganization levels significantly predicted the extent EI knowledge, skills, and attitudes were generalized to the core job activities. As predicted, trainees were more likely to use EI training in performing core job activities the more EI activities they participated in, the greater their commitment to the organization, and the less cynical they were about the likelihood of positive organizational change. Contrary to expectations, more generalization of EI training was found to occur in units and suborganizations with less participative climates.
We proposed a model that included individual and situational antecedents of self-efficacy develop... more We proposed a model that included individual and situational antecedents of self-efficacy development during training. Initial performance and self-efficacy levels, achievement motivation, and choice were examined as individual variables. Constraints, operationalized at both the individual and aggregate levels of analysis, were examined as situational influences. Mid-course efficacy was hypothesized to have positive linear relationships with training reactions and subsequent performance, and an interactive relationship with performance when training reactions were considered as a moderator. Survey data were gathered at two points in time from 215 students enrolled in 15 eight-week long university bowling classes. All of the hypothesized antecedents of mid-course self-efficacy were significant except aggregate and individual situational constraints, although both constraints related negatively to training reactions. Time 2 self-efficacy exhibited significant positive influences on training reactions and subsequent performance, but the hypothesized moderated relationship was not supported.
... Login to save citations to My List. Citation. Database: PsycINFO. [Journal Article]. Toward t... more ... Login to save citations to My List. Citation. Database: PsycINFO. [Journal Article]. Toward theoretically based principles of training effectiveness: A model and initial empirical investigation. Cannon-Bowers, Janis A.; Salas, Eduardo ...
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