Multiple team membership and job performance:The role of employees' information-sharing networks

Individuals in contemporary work organizations are often involved in multiple teams at the same time. This study uses a social capital perspective to propose that employees' multiple team memberships (MTM) offer the potential for individual performance benefitsanddetriments, depending on the characteristics of an employee's information-sharing network. To test our predictions, we gathered both archival and survey data at an organization for applied research in the Netherlands. We found that individual MTM was indirectly associated with an employee's overall job performance by increasing the size of his or her information-sharing network. As expected, however, this indirect relationship was contingent on the average strength of an employee's network ties (i.e., the frequency of the respective interactions), such that MTM only improved overall performance when network ties were relatively weak. The indirect relationship between MTM and individual job performance was negative, by contrast, when an employee's network ties were relatively strong. Together, these findings advance our understanding of the mechanisms and contingency factors that shape the performance consequences associated with individuals' concurrent membership in multiple teams. Practitioner points An employee's membership in multiple teams at the same time increases the size of his or her information-sharing network within the organization. The performance consequences associated with this increased information-sharing network hinge on the characteristics of an employee's information-sharing network. If the respective information-sharing linkages are based on relatively infrequent interactions with colleagues, an employee's multiple team membership indirectly benefits his or her overall job performance. If the respective information-sharing linkages are based on relatively frequent and intense interactions with colleagues, however, an employee's multiple team membership indirectly diminishes his or her overall job performance

Integrative HCM View of Resilience and Wellbeing

One of the most outstanding consequences of the disruptions caused by the Covid-19 pandemic is the long-lasting effects on people's lives and working conditions. These are critical concerns of Human Centered Management in general, and of this book on Human Centered Management and crisis in particular. This chapter addresses the following 4 critical dimensions for promoting people's wellbeing in a workplace challenged by the global VUCA environment: Resilience, needed to bounce back from difficult times; Empowerment, to create space for creativity and responsiveness promoting engagement, active participation and self-determination; Talent Management, aiming to incentivize work engagement and satisfaction in organizations and the Life–Work Continuum, which views life and work as an integrated sequence of events rather than an ongoing confrontation between separate and often conflicting domains. The argument is that these key factors need to be addressed not only in policies but also in action ensuring people's wellbeing and organizational sustainability.</p

Metrical and nonmetrical representations of temporal patterns

Temporal patterns can be classified into two types: those that are conceivable in terms of a metrical framework and those that are not. In this context, a metrical framework is seen as a mental time scale used in specifying the temporal structure of a pattern. Three experiments are reported in which subjects produced or reproduced temporal patterns. The first shows that in spontaneous production subjects use intervals whose durations are in a 2:1 ratio, irrespective of the structure of the pattern. From the two other experiments, in which subjects reproduced temporal patterns with varying interval ratios, it is concluded that: (1) patterns not conceivable in a metrical framework are represented (and consequently reproduced) poorly, unless the intervals are 2:1 related, and (2) patterns conceivable in a metrical framework are represented and reproduced accurately. Implications for a theory of temporal patterns are discussed. Temporal patterns can be represented internally in a metrical or a nonmetrical fashion. A metrical representation of a temporal pattern is one based upon a metrical framework, meaning that the pattern is mapped on a frame formed of equal time intervals. For example, the interval sequence 2 2 3 121 14 (numbers indicating intervals between tone onsets in arbitrary time units), with a total duration of 16 time units, may be perceived metrically as having a metrical framework with intervals of 4 time units. The temporal structure in patterns capable of metrical representation, typically those found in music, can be described by means of hierarchical trees (Jones, 1976

The Bayesian way to relate rhythm perception and production

Contains fulltext : 55443.pdf (publisher's version ) (Open Access)Measurement of the perception and production of simple rhythmic patterns have been shown not to be in line in some cases. In this study it is demonstrated that a Bayesian approach provides a new way of understanding this difference, by formalizing the perceptual competition between mental representations and assuming possible nonuniform a priori probabilities of the rhythmic categories. Thus we can relate the two kinds of information and predict perception data from production data. In this approach, the contrast between rhythm perception and production data, taken from different studies in the literature, was shown almost to disappear, assembling independent prior probabilities from counts of patterns in corpora of musical scores, or from a theoretical measure of rhythmic complexity. The success of this Bayesian formalization may be interpreted as an optimal adaptation of our perceptual system to the environment in which the produced rhythms occur.10 p

Human Centered Management and Crisis:Disruptions, Resilience, Wellbeing and Sustainability

Human Centered Management and Crisis: Disruptions, Resilience, Wellbeing and Sustainability is the new edited book of the Human Centered Management (HCM) Series developed to respond to surmounting concerns of global audiences and human centered scholars, practitioners and students searching for answers to better and objectively understand the effects of unprecedented Covid-19 pandemic disruptions and ongoing crises, affecting the wellbeing of people and workplaces since 2019. The effects linger and solutions are pressing. This new HCM volume presents analytical expertise and practical experiences of a team of international HCM scholars and practitioners targeting objective assessment of causes and effects of disruptions and offering coherent solutions applying HCM principles and practices. The book chapters include topics dealing with specific problem-solving strategies in numerous industries, among them, higher education, health care and entrepreneurship. The book will help readers worldwide to understand the challenges people and organizations are facing in the present global VUCA (volatile, uncertain, complex, ambiguous) environment. The audience will benefit from the book and its purpose to deliver enduring HCM solutions anchored in the wellbeing of people as precondition for organizations to secure high performance, quality standards and long-term sustainability.</p

Biodiversity conservation in climate change driven transient communities

Species responding differently to climate change form ‘transient communities’, communities with constantly changing species composition due to colonization and extinction events. Our goal is to disentangle the mechanisms of response to climate change for terrestrial species in these transient communities and explore the consequences for biodiversity conservation. We review spatial escape and local adaptation of species dealing with climate change from evolutionary and ecological perspectives. From these we derive species vulnerability and management options to mitigate effects of climate change. From theperspective of transient communities, conservation management should scale up static single species approaches and focus on community dynamics and species interdependency, while considering species vulnerability and their importance for the community. Spatially explicit and frequent monitoring is vital for assessing the change in communities and distribution of species. We review management options such as: increasing connectivity and landscape resilience, assisted colonization, and species protection priority in the context of transient communities