Relations Between Work Group Characteristics and Effectiveness - Implications for Designing Effective Work Group
Article 1 cited 539 in Web of Science database (as of 25/3/13)
Campion, M.A., Medsker, G.I., & Higgs, A.C. (1993). Relations between work group characteristics and effectiveness - implications for designing effective work group, Personnel Psychology, 46(4), 823-850.
This article provides readers with an in depth insight into the relationship between work group characteristics and how they relate to effectiveness. Also, providing readers with the correlation between the measures collected to measure work group design and the work group characteristics related to effectiveness. Such characteristics are: Job Design, Interdependence, Composition, Context and process; and the measures collected to measure these were: Productivity, Employee satisfaction and Manger Judgments of Effectiveness. The article is based on the topic of Personnel Psychology, relating to employees, their selection and position in work groups and other factors relating to their effectiveness.
Recently, work groups are gaining an increasing importance within many organizations and within this bring forth many potential opportunities and risks, so it has become vital for organizations to understand the characteristics that not only relate to work groups, but those that increase effectiveness and further put these into practice. Job Design relates to effectiveness through smaller characteristics that make up the design and bring forth motivation throughout a group setting. Task identity plays a big part in this, as once the group knows what the task is, how significant it is and how much it will vary throughout the group they are able to build up a set idea of how to tackle the work at hand and hence improving effectiveness as a group. Interdependence plays a huge role in all group settings, as it allows the group to delegate and further know where each other is at, thus allowing no one to carry the team or no one to slack off because the team relies on each other. The composition of a
Campion, M.A., Medsker, G.I., & Higgs, A.C. (1993). Relations between work group characteristics and effectiveness - implications for designing effective work group, Personnel Psychology, 46(4), 823-850.
This article provides readers with an in depth insight into the relationship between work group characteristics and how they relate to effectiveness. Also, providing readers with the correlation between the measures collected to measure work group design and the work group characteristics related to effectiveness. Such characteristics are: Job Design, Interdependence, Composition, Context and process; and the measures collected to measure these were: Productivity, Employee satisfaction and Manger Judgments of Effectiveness. The article is based on the topic of Personnel Psychology, relating to employees, their selection and position in work groups and other factors relating to their effectiveness.
Recently, work groups are gaining an increasing importance within many organizations and within this bring forth many potential opportunities and risks, so it has become vital for organizations to understand the characteristics that not only relate to work groups, but those that increase effectiveness and further put these into practice. Job Design relates to effectiveness through smaller characteristics that make up the design and bring forth motivation throughout a group setting. Task identity plays a big part in this, as once the group knows what the task is, how significant it is and how much it will vary throughout the group they are able to build up a set idea of how to tackle the work at hand and hence improving effectiveness as a group. Interdependence plays a huge role in all group settings, as it allows the group to delegate and further know where each other is at, thus allowing no one to carry the team or no one to slack off because the team relies on each other. The composition of a