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When Positive is Better and Negative Stronger: A study of Job Satisfaction, OCB and Absenteeism
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Author: Michel Tremblay, HEC Montreal
Author: Gilles Simard, UQAM
Author: Walid Mathlouthi, HEC Montreal
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Drawing mainly on momentum perspectives and prospect theory, the current study tests a team-level model of effects, attitudes and behavior changes. We use a longitudinal model in which team-level organizational citizenship behavior (OCB) mediates the relationship between team-level job satisfaction change and absenteeism change, and examine how such relationships are moderated by the direction of the momentum. This model was assessed using data at four time points, with a sample of more than 5,000 employees in 168 teams of a large Canadian energy organization. The results support the hypotheses that a positive change in team-level job satisfaction positively influences a positive OCB change and a negative change in absenteeism behavior in the same period of time. However, no significant support was found for the mediating effect of OCB change on the job satisfaction-absenteeism relationship over time. As expected, we found significant reciprocal effects between job satisfaction, OCB and absenteeism over time. Our results also indicate that the direction of job satisfaction plays a significant role in OCB variations, and in the direction of change in OCB on absenteeism. Consistent with our prediction, we found that a negative change has a stronger moderating effect than a positive one. The theoretical and practical implications of the results are discussed and future research propositions are offered.
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Search Terms: absenteeism | job satisfaction | organizational citizenship behavior
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Paper is No Longer Available Online: Please contact the author(s).
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Assessing Team Performance and the Mediating Role of Customer Knowledge Development
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Author: Chieh-Peng Lin, National Chiao Tung U.
Author: Sheng-Wuu Joe, Vanung U.
Author: Yuan Hui Tsai, Chihlee Institute of Technology
Author: Her-Ting Huang, National Chiao Tung U.
Author: Chou-Kang Chiu, National Taichung U.
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This work validates a model that explains the collective performance of innovation teams from a mediating perspective of customer knowledge development. Drawing upon an absorptive capacity framework, this study hypothesizes that the direct effects of competence development, pro-customer empathy, and shared cognitive map on customer knowledge development (CKD) are moderated by collectivism. Moreover, CKD is related to team performance directly and indirectly via decision quality. The model is empirically tested using the data of project innovation teams or R&D teams from eight large high-tech firms in a science park in north Taiwan. The test results show that competence development and pro-customer empathy positively relate to team performance via the full mediation of CKD. Moreover, the positive relationship between shared cognitive map and CKD is negatively moderated by collectivism. Finally, managerial implications and limitations based on the findings are provided.
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Search Terms: empathy | shared cognitive map | Customer knowledge development
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Paper is No Longer Available Online: Please contact the author(s).
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Are Small Ships Tighter Ships? A Longitudinal Study of Impact of Conscientiousness and Size in Teams
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Author: Narda Quigley, Villanova U.
Author: Sharyn D. Gardner, California State U. Sacramento
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This study explored team member conscientiousness, team size, team processes, and performance. Based on longitudinal data from 121 student teams, findings indicated that the conscientiousness of the least conscientious team member interacted with team size to influence team conscientious behavior and relationship conflict. In particular, we found a positive relationship between the conscientiousness of the least conscientious team member and team conscientious behavior, but only for larger teams; and a negative relationship between the conscientiousness of the least conscientious team member and relationship conflict, but also only for larger teams. Finally, team conscientious behavior influenced team performance. The pattern of results suggests that the least conscientious team member in large teams has the most negative impact on team functioning, suggesting that smaller “ships” are indeed tighter ships.
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Search Terms: team member conscientiousness | team size | team processes
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Paper is No Longer Available Online: Please contact the author(s).
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Fired Up (and Nervous): How Pre-Performance Emotion and Political Skill Influence Team Performance
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Author: Brian J. Collins, U. of Southern Mississippi
Author: David Scott Jiang, Georgia Southern U.
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Team affect research is dominated by the bifurcation of affect into positive and negative team states. Yet, little is known about the influence of discrete member emotions on team functioning and performance. Likewise, self-presentation is known to influence emotional displays and reactions, with political skill being cited as the key to individual self-presentation. However, the effects of political skill are not widely understood in a team context, particularly as this capability influences team member functioning. Consequently, we integrate the cognitive-motivational-relational (CMR) theory of emotion and self-presentation theory to examine how pre-performance emotions (team level) and political skill (team level) influence team process quality and team effectiveness. Incorporating and observing a sample of 75 teams working on a complex task and controlling for team cognitive ability, we find that pre-performance emotions influence team effectiveness through team process quality at low levels of political skill, but not when team political skill is high. Thus, pre-performance emotions influence team process quality primarily for less politically skilled teams. These results offer new insights into the operation of emotion and political skill on teams, with important implications for team composition and functioning.
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Search Terms: politics | team | affect
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Paper is No Longer Available Online: Please contact the author(s).
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