Group and team processes in organisations

During recent decades, organisations have shifted towards team-based structures to enhance organisational performance, and research has shifted to investigate these new work structures. This chapter explores team and group process research in organisations. The initial focus of this chapter is to define groups and teams. Types of teams and team development theory will also be briefly discussed. Several theories of group dynamics will then be presented. The input-process-output framework, which explains the relationships between variables in team research, will provide structure to the ensuing discussion of team-related variables, such as individual and team-level characteristics, team and group processes and team performance. A frequent goal of group and team-based research is to understand how to improve team effectiveness and thus performance. Team performance is therefore included in this framework as an important outcome variable. This framework is then extended and a contemporary way of categorising team-based research in organisations is presented. In addition, the potentially important role of moderating variables in team research will also be discussed

A critical review of psychological instruments used in police officer selection

Purpose The purpose of this paper is to critically examine the instruments used in the screening process, with particular attention given to supporting research validation. Psychological screening is a well-established process used in the selection of employees across public safety industries, particularly in police settings. Screening in and screening out are both possible, with screening out being the most commonly used method. Little attention, however, has been given to evaluating the comparative validities of the instruments used.Design/methodology/approachThis review investigates literature supporting the use of the Minnesota Multiphasic Personality Inventory (MMPI), the California Personality Inventory (CPI), the Inwald Personality Inventory (IPI), the Australian Institute of Forensic Psychology\u27s test battery (AIFP), and some other less researched tests. Research supporting the validity of each test is discussed.FindingsIt was found that no test possesses unequivocal research support, although the CPI and AIFP tests show promise. Most formal research into the validity of the instruments lacks appropriate experimental structure and is therefore less powerful as “evidence” of the utility of the instrument(s).Practical implicationsThis research raises the notion that many current screening practices are likely to be adding minimal value to the selection process by way of using instruments that are not “cut out” for the job. This has implications for policy and practice at the recruitment stage of police employment.Originality/value This research provides a critical overview of the instruments and their validity studies rather than examining the general process of psychological screening. As such, it is useful to those working in selection who are facing the choice of psychological instrument. Possibilities for future research are presented, and development opportunities for a best practice instrument are discussed

Towards a cohesive theory of cohesion

Conventional wisdom suggests that group cohesion is strongly related to performance. This may be based on the notion that better cohesion leads to the sharing of group goals. However, empirical and meta-analytic studies have been unable to consistently demonstrate a relationship between cohesion and performance. Partially, this problem could be attributed to the disagreement on the precise definition of cohesion and its components. Further, when the cohesion construct is evaluated under Cohen’s Cumulative Research Program (CRP), it is surprisingly found to belong to the category of early-to-intermediate stage of theory development. Therefore, a thorough re-examination of the cohesion construct is essential to advance our understanding of the cohesion-productivity relationship. We propose a qualitative approach because it will help establish the definitions, enable us to better test our theories about cohesion and its moderators, and provide insights into how best to enlist cohesion to improve team performance

The efficacy of partnership evaluation and its impact on alliance transformation : a case study 12 months post evaluation

Partnerships involving higher education, governments, and industry have been recognised as important vehicles for engaging community, leveraging knowledge, and sharing potential resources. The critical need for these partnerships in rural and regional locations has been of particular note. Partnership evaluation can serve a critical function of informing continuous improvement and may therefore assist the evaluated agencies to work towards responsive transformational change. The ability for a partnership to adapt and change may aid in their sustainability. Despite the potentially important role of partnership evaluation, the development of tools that measure partnership are at an early stage. Partnership evaluation is rarely reflected upon in the published literature. Moreover, benefits and reflections of the efficacy of evaluations 12 months post analysis is rare in the published literature. Therefore, a brief review of partnership approaches and measurement tools are presented. The purpose of this paper is to reflect upon the efficacy of an evaluation conducted 12 months previously of a partnership between Deakin University, the Department of Health and Department of Human Services (Barwon South West Region), known as the Deakin/DH/DHS Strategic Alliance. This case study reviews several tools/metrics utilised. The efficacy of the evaluation tools is discussed. Those metrics, underlying the tools which contributed to positive change in partnerships are discussed.<br /

An examination of psychological contracts, careerism and intention to leave

Purpose - The aim of this paper is to investigate the relationships between elements of the psychological contract (i.e., type and fulfilment) and an employee&rsquo;s intention to leave (ITL) their current organisation. The role of careerism as a potential mediating and moderating variable is also explored.Design/methodology/approach - Allied Health Professionals (N=202) completed a questionnaire containing measures of the psychological contract, careerism and ITL.Findings - As predicted, path analyses conducted via structural equation modelling demonstrated that careerism partially mediates the relationship between contract types and ITL. These findings suggest that employees with transactional contracts are more careerist, resulting in higher ITL, while employees with relational contracts are less careerist, resulting in lower ITL. Contrary to expectation, a hierarchical multiple regression analysis revealed that careerism failed to moderate the relationship between perceived contract fulfillment and ITL. However, a strong positive association between contract fulfillment and ITL was found.Research limitations/implications - The data were collected cross-sectionally, which limits the ability to make causal inferences.Practical implications - Results were consistent with the proposition that contract type and fulfillment predict employee ITL. It appears that employees with relational contracts are more likely to remain with their organization on a longer-term basis, compared to employees with transactional contracts, due to differences in career motives. Organizational awareness and understanding of employee psychological contracts and career motives is needed.Originality/value - This paper provides new theoretical and practical insights on how psychological contracts and careerism can influence Intention to leave among Allied Health Professionals

The influence of organisational commitment, job involvement and utility perceptions on trainees’ motivation to improve work through learning

Workplace training is a key strategy often used by organisations to optimise performance. Further, trainee motivation is a key determinant of the degree to which the material learned in a training programme will be transferred to the workplace, enhancing the performance of the trainee. This study investigates the relationship between several components of the Revised Human Resource Development (HRD) Evaluation and Research Model. This model provides a framework for diagnosing and understanding the causal influences of HRD intervention outcomes on training effectiveness. Data were obtained from an online questionnaire completed by 105 employees of various organisations. Findings revealed that affective organisational commitment, job involvement and utility perceptions are predictors of motivation to learn and transfer learning. An interaction effect was found, with increased affective organisational commitment predicting greater motivation to learn when training was of lower perceived utility. These findings suggest that the design and delivery of training should emphasise the relevance and utility of the programme in order to encourage greater trainee motivation and maximise return on investment. Additionally, implementing strategies aimed at promoting organisational commitment would appear beneficial. <br /

Potential utilisation of assessment centre methodology to enhance student placement outcomes, experiences and employability

Background: Placements are of particular importance due to the richness of learning associated with placement experiences and the wider links they represent to industry and the community. Students often refer to placements as the most significant, productive and memorable component of their training. Importantly, placements also provide the opportunity for students to become work ready, i.e., integrate their knowledge into a new set of employable skills and personal qualities. There is now increased emphasis on employability by employers and universities alike; in fact, it now represents a critical performance measure for Australian universities. Despite these key points, there appears to be inconsistencies in approaches to maximising work placements across and within Universities. Assessment centre methodology may represent a useful approach to standardise and optimise work placements for all stakeholders. Assessment centre methodology has been used successfully for selection purposes in industry for the past 50 years. However, their use as a developmental tool is less prominent. Furthermore, their application in the higher education setting, particularly in the context of placements and student development appears under researched.Overview of issue: Only one published study was found that reported the use of a developmental assessment centre with a post-graduate sample. That study took place over 10 years ago when the concept of employability was still gaining recognition and work placements were less common. The current paper reviews this unique concept in the context of the existing literature and the current needs of Universities, employers and students.Discussion: It is argued that the reconsideration of assessment centre methodology for development represents an innovative approach to consistently maximising work placement outcomes, experiences and employability.Conclusions: Given the importance and increased use of placements, the application of assessment centre methodology within the placement curriculum warrants further research. This methodology represents a standardised approach for implementation within a range of placement programs to enhance student development, placement outcomes and employability.<br /

Overcoming inconsistencies in placement assessment : the case for developmental assessment centers

Placements are integral to many university courses and to increasing student employability skills. Nevertheless, several complications, such as the assessment of placement experiences which often go against the principles of procedural justice, may limit placement effectiveness. For example, procedures are not applied uniformly across students; and evaluations of intangible qualities are susceptible to biases. As a result, effort and learning can be compromised. This paper advocates the use of developmental assessment centers to help solve these shortcomings. Developmental assessment centers are often used in organizations to evaluate capabilities of individuals and to facilitate development. Participants complete a series of work related and standardized tasks. Multiple raters then utilize a systematic approach to evaluate participants on a range of competencies, and consequently present constructive feedback to facilitate learning. Therefore, developmental assessment center principles match the key determinants of procedural justice and thus overcome many problems with traditional placement assessments