Group performance is determined by summing up the contributions of the individual members. In this type of interdependence, each member’s contribution can be identified and evaluated. Diagrams of each type of interdependence follow on the next three slides. Reciprocal Task Interdependence: the activities of all work group members are fully dependent on one another so that each member’s performance influences the performance of every other member of the group. Sequential Task Interdependence: requires specific behaviors to be performed by group members in a predetermined order. Pooled Task Interdependence Sequential Task Interdependence Reciprocal Task Interdependence Pooled Task Interdependence: each member of a group makes separate and independent contributions to group performance. Make individual contributions identifiable Make individuals feel that they are making valuable contributions to a group Keep the group as small as possible This increase in social loafing occurs because larger numbers of people in a group increase the problems associated with identifying and evaluating each person’s individual performance. Several studies have found that the tendency for group members to put forth less effort increases as the size of the group increases. This belief lowers their level of motivation. Employees may also think that there efforts are not really needed. If there is a lack of connection, individuals will not exert the same effort. Lack of connection between inputs and outcomes Perception that individual efforts are unnecessary or unimportant Large group size Motivation, effort, and performance are highest when outcomes are administered to employees contingent on their level of individual performance. Both are common problems in group motivation and performance. The sucker effect is a condition in which some group members, not wishing to be considered suckers, reduce their own efforts when they see social loafing by other group members. Social Loafing Sucker Effect Social loafing is the tendency for individuals to exert less effort when they work in a group than when they work alone. 3ģ Problems in Group Motivation and Performance Process gains are increases in potential performance that result from new ways of motivating and coordinating group members. To increase the effectiveness of a work group, managers need to identify ways to improve the group’s motivation and coordination to achieve process gains. Research has shown that process losses – the performance difficulties that a group experiences because of coordination and motivation problems – are an important factor when a group’s actual performance falls short of its potential performance. In order for an organization to achieve its goals, managers and work groups need to strive to ensure that a group’s actual performance comes as close as possible to its potential performance. Presentation on theme: "Chapter 11 Effective Work Groups and Teams"- Presentation transcript:ġ Chapter 11 Effective Work Groups and TeamsĢ Figure 11.1 Potential performance is the highest level possible.
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