Improve Group Performance
Table 14.5 Techniques That Can Be Used to Improve Group Performance
Technique Example
Provide rewards for
performance.
Rewarding employees and team members with bonuses will increase their effort toward the group goal. People will also work harder in groups when they feel that they are contributing to the group goal than when they feel that their contributions are not important.
Keep group member contributions identifiable.
Group members will work harder if they feel that their contributions to the group are known and potentially seen positively by the other group members than they will if their contributions are summed into the group total and thus unknown (Szymanski & Harkins, 1987).
Maintain distributive justice (equity).
Workers who feel that their rewards are proportional to their efforts in the group will be happier and work harder than will workers who feel that they are underpaid (Geurts, Buunk, & Schaufeli, 1994). Keep groups small.
Larger groups are more likely to suffer from coordination problems and social loafing. The most effective working groups are of relatively small size—about four or five members.
Create positive group norms.
Group performance is increased when the group members care about the ability of the group to do a good job (e.g., a cohesive sports or military team). On the other hand, some groups develop norms that prohibit members from working to their full potential and thus encourage loafing.
Improve information sharing.
Leaders must work to be sure that each member of the group is encouraged to present the information that he or she has in group discussions. One approach to increasing full discussion of the issues is to have the group break up into smaller subgroups for discussion.
Allow plenty of time.
Groups take longer to reach consensus, and allowing plenty of time will help keep the group from coming to premature consensus and making an unwise choice. Time to consider the issues fully also allows the group to gain new knowledge by seeking information and analysis from outside experts. Set specific and attainable goals.
Groups that set specific, difficult, yet attainable goals (e.g., “ improve sales by 10% over the next 6 months‖) are more effective than groups that are given goals that are not very clear (e.g., “ let‘s sell as much as we can!‖; Locke & Latham, 2006)
http://ocw.mit.edu/ans7870/9/9.00SC/MIT9_00SCF11_text.pdf
http://stangor.socialpsychology.org/
Rewarding employees and team members with bonuses will increase their effort toward the group goal. People will also work harder in groups when they feel that they are contributing to the group goal than when they feel that their contributions are not important.
Keep group member contributions identifiable.
Group members will work harder if they feel that their contributions to the group are known and potentially seen positively by the other group members than they will if their contributions are summed into the group total and thus unknown (Szymanski & Harkins, 1987).
Maintain distributive justice (equity).
Workers who feel that their rewards are proportional to their efforts in the group will be happier and work harder than will workers who feel that they are underpaid (Geurts, Buunk, & Schaufeli, 1994). Keep groups small.
Larger groups are more likely to suffer from coordination problems and social loafing. The most effective working groups are of relatively small size—about four or five members.
Create positive group norms.
Group performance is increased when the group members care about the ability of the group to do a good job (e.g., a cohesive sports or military team). On the other hand, some groups develop norms that prohibit members from working to their full potential and thus encourage loafing.
Improve information sharing.
Leaders must work to be sure that each member of the group is encouraged to present the information that he or she has in group discussions. One approach to increasing full discussion of the issues is to have the group break up into smaller subgroups for discussion.
Allow plenty of time.
Groups take longer to reach consensus, and allowing plenty of time will help keep the group from coming to premature consensus and making an unwise choice. Time to consider the issues fully also allows the group to gain new knowledge by seeking information and analysis from outside experts. Set specific and attainable goals.
Groups that set specific, difficult, yet attainable goals (e.g., “ improve sales by 10% over the next 6 months‖) are more effective than groups that are given goals that are not very clear (e.g., “ let‘s sell as much as we can!‖; Locke & Latham, 2006)
http://ocw.mit.edu/ans7870/9/9.00SC/MIT9_00SCF11_text.pdf
http://stangor.socialpsychology.org/
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