Meta-perceptions in work teams: a multi-level model of antecedents and consequences of perceived expertise affirmation

Gevoel van waardering cruciaal voor goede individuele en teamprestaties Om te komen tot goede individuele prestaties én goede teamresultaten is het cruciaal dat teamleden zich gewaardeerd voelen door hun teamgenoten. Dat gevoel van waardering kan met een aantal simpele interventies worden verbeterd. Dat concludeert Hanneke Grutterink in haar proefschrift. Zo kunnen managers kunnen aandacht besteden aan de socialisatie van nieuwkomers, bijvoorbeeld door hen de ruimte te bieden om hun kwaliteiten te demonstreren tijdens een presentatie over een goed afgeronde klus. In situaties waarin werknemers intensief met elkaar moeten samenwerken, zoals binnen teams, spelen meta-percepties (wat ik denk dat jij over mij denkt) een belangrijke rol. Individuele teamleden die het idee hebben dat hun expertise erkend wordt door de rest van hun team, presteren beter. Bovendien presteren teams als geheel ook beter wanneer de teamleden allemaal erkenning van expertise ervaren, mits het team een goed coördinatiemechanisme heeft om de taken te verdelen (wie doet wat). Deze erkenning van expertise op teamniveau ontwikkelt zich vooral in relatief kleine of langer bestaande teams. Het gevoel van erkenning van expertise van individuele teamleden ontwikkelt zich het best als werknemers dezelfde opleidingsachtergrond hebben als de andere teamleden of als ze een relatief hoog expertiseniveau hebben in vergelijking met de rest van het team. De bevindingen van Grutterink onderstrepen het belang van goed waarderingsmanagement binnen organisaties. Tegelijkertijd is erkenning van expertise en de daaruit voortkomende motivatie alleen niet voldoende voor een goede teamprestatie, maar moeten teams bovendien beschikken over een goed coördinatiemechanisme. Een manager kan dat bevorderen door de teamleden meer afhankelijk van elkaar te maken op het gebied van zowel hun taken als de uitkomsten daarvan, zodat de teamleden gestimuleerd worden hun werk op elkaar af te stemmen

Development of a Ship Performance Monitoring System and Data Analysis of Spliethoff Vessels

Spliethoff is a ship-operating company with around 120 cargo vessels under management.The vessels of Spliethoff are generating a lot of operational data as they sail around the globe. To make better decisions based on this data, a system is required that takes operational data and translates it to useful information, accessible in the offce and on the ship through online dashboards. Ultimately, better informed decision making should lead to cost minimisation in the areas of fuel consumption and maintenance. In this research a Ship Performance Monitoring System (SPM System) for operational data of Spliethoff's vessels was developed, after which data analysis was performed with the goal to minimiseoperational cost of the vessels.The SPM System was developed using a Rapid Prototyping methodology. By conducting decision support analysis, data requirements analysis and user requirements analysis, Key Performance Indicators (KPIs) for the system were established and coupled to endusers.In general, one can state that when developing new information systems, end-user involvement is key. If end-users are not involved from the start, interest will be low, resulting in limited added value.Using the SPM System, data analysis was performed targeting a number of key questions with regards to fuel efficiency, maintenance and ship operation.Firstly, from the data analysis it can be concluded that for a Spliethoff S-Type vessel the most fuel efficient speed is 14 knots, both in laden and unladen condition. It is recommended to implement this speed for all voyages where the schedule allows it. Accurate implementation of this speed optimum could result in bunker cost savings of up to 10% over a voyage.Regarding engine efficiency, the specific fuel consumption (SFC) of the main engines of all three vessels is worse than the specifications given by the engine manufacturer. This is according to expectation, given the fact that manufacturers specifications are attained at different conditions. The development of SFC over time showed that the main enginemaintenance schedule currently employed is working effectively, so it is advised to continue in the same manner.Hull and propeller fouling negatively in uence fuel consumption and speed of a ship. In the data analysis different trends are found regarding fouling. Therefore is is recommended to prolong the measuring period to at least a year before drawing any conclusions. If after a year a fuel consumption increase in the region of 5% is measured, it is advised to increase hull cleaning frequency to once every year. Regardless of any measured fouling increase, it is recommended to inspect the hull of all vessels at least twice a year to increase knowledge of fouling.A ship's crew is of large in uence on the operational cost of a ship. Consequently,more intensive collaboration between office and ship on the vessel's operation is suggested, using data in a supporting role. Training crew for correct use of onboard decision support systems and giving feedback on performance will build awareness among crew and increase fuel efficiency.The SPM System can be improved by installing thrust sensors on the vessels. Implementing a newer correction method for wave added resistance will also enhance the system significantly. Thirdly, it is recommended to reduce dependence on manually entered data to a minimum, due to the inherent inaccuracy of manual input. Finally, matching data quality of all different data sources will increase the precision of the system. In general, the biggest challenge for Spliethoff is to create a company culture where decision makingis data-driven. This will yield the biggest benefits.Marine Technology | Ship Design, Production and Operation

“What if my boss thinks I don’t do my job well?!” Metaperception as a catalyst for the relationship between transformational leadership, psychological empowerment and job satisfaction

Employees attach great importance to how they think their supervisor sees them. Such metaperceptions color how employees interpret their supervisor’s behavior and strongly determine their behavior and motivation. In this article we address recent calls to integrate research on leadership and metaperception to examine the role of metaperception as a potential lever for the effectiveness of leadership. Transformational leadership has long been seen as a silver bullet for job satisfaction, but is not always equally powerful. We expected that the metaperception of competence – e.g., “I think my supervisor thinks I do a great job” – would be an important moderator. In a field study among 340 employees of organizations across different industries we found a positive relationship between transformational leadership and job satisfaction via psychological empowerment. As predicted, this indirect relationship was moderated by the metaperception of competence, suggesting that transformational leadership is especially effective for employees who believe their supervisor finds them competent. The findings add to the growing body of literature on the influence of metaperceptions in the workplace. In light of the global labor shortage, keeping employees satisfied is of great importance, and knowledge about metaperceptions brings us a step closer in leveraging the positive effects of transformational leadership