Conny H. Antoni

Management by objectives - an effective tool for teamwork?

In recent years many companies have introduced self-regulatory teamwork requiring changes in leadership behaviour and systems as well. Consequently a renewed interest has arisen in management by objectives (MBO) as a means for leading self-regulating teams. But how do MBO systems work and how effective are they? The MBO system of a company in the construction supply industry was analysed. This company had implemented MBO at team level five years ago. In order to explore the mechanisms and effects of MBO at team level a model for group goal setting was tested. One hundred and seventy-six employees in twenty-six teams participated in the study, but only twenty-one groups having objective productivity data were included in the analyses at team level. Group goal commitment and group goals moderated by task interdependence are supposed to influence group processes as a mediating variable for group effectiveness. Results do not consistently support this model. Group goals and goal commitment predict group productivity and job satisfaction but group processes mediate only the relationship to job satisfaction. The moderating effect of task interdependence could not be supported. The consequences for developing a model for MBO at team level and implementing effective MBO systems are discussed.

Team processes, their antecedents and consequences: Implications for different types of teamwork

Although input–process–output models of teamwork are quite popular, relatively few studies have tested empirically the mediation of team design and team context variables on team effectiveness by team process variables. This review briefly describes mediation effects of team process variables. Moreover, moderating effects of different team tasks and types of teamwork are summarized. Based on this framework, we introduce and compare the four articles included in this special issue which provide examples of process-oriented studies in different types of teamwork. In doing so, these studies not only illustrate the variety of potential team process variables (e.g., communication between team members, team reflexivity and self-regulation, self-leadership of team members) but also different methodological strategies to explore them.

Unfinished tasks foster rumination and impair sleeping - particularly if leaders have high performance expectations.

This study examines the relationship between time pressure and unfinished tasks as work stressors on employee well-being. Relatively little is known about the effect of unfinished tasks on well-being. Specifically, excluding the impact of time pressure, we examined whether the feeling of not having finished the weeks tasks fosters perseverative cognitions and impairs sleep. Additionally, we proposed that leader performance expectations moderate these relationships. In more detail, we expected the detrimental effect of unfinished tasks on both rumination and sleep would be enhanced if leader expectations were perceived to be high. In total, 89 employees filled out online diary surveys both before and after the weekend over a 5-week period. Multilevel growth modeling revealed that time pressure and unfinished tasks impacted rumination and sleep on the weekend. Further, our results supported our hypothesis that unfinished tasks explain unique variance in the dependent variables above and beyond the influence of time pressure. Moreover, we found the relationship between unfinished tasks and both rumination and sleep was moderated by leader performance expectations. Our results emphasize the importance of unfinished tasks as a stressor and highlight that leadership, specifically in the form of performance expectations, contributes significantly to the strength of this relationship.

Zeigarnik's sleepless nights: How unfinished tasks at the end of the week impair employee sleep on the weekend through rumination.

It is almost common sense that work stress leads to sleep impairment, but the question of how work-related stressors impair employee sleep remains open. This study focuses on the role of rumination as the underlying mechanism for sleep impairment. Specifically, the authors contribute to recent research differentiating affective rumination from problem-solving pondering and examine the impact of both forms of rumination on the stressor–sleep relationship. Following theories of rumination and the Zeigarnik effect, they focus on unfinished tasks as a key onset for rumination. Unfinished tasks have received much research attention in the memory context but have been neglected as a stressor that can impact recovery. Drawing on theory, differential indirect links between unfinished tasks and sleep through affective rumination versus problem-solving pondering are examined. Further, the number of unfinished tasks extending over a 3-month period may impair employee sleep more than unfinished tasks within the acute phase. In this study, intraindividual links in a diary study supplemented by depicting between-person effects of unfinished tasks over a period of 3 months are examined. The authors matched 357 Friday and Monday observations over a 12-week interval for 59 employees. The results of the multilevel analysis suggest that the within-person relationship between unfinished tasks and sleep is mediated by affective rumination. Although problem-solving pondering was negatively related to sleep impairment, the indirect effect was not significant. Finally, beyond the acute effect, the authors found higher levels of unfinished tasks over 3 months are related to increased sleep impairment on the weekend.

Phase-specific relationships between team learning processes and transactive memory development

With this study we seek to contribute to the research on the emergence of transactive memory, that is, the knowledge of “who knows what”, as part of the structural component of transactive memory systems (TMSs). Based on our theoretical model of team learning and transactive memory development, we analyse the relationships among different team learning behaviours and transactive memory during various phases of team development. We use a longitudinal design with three points of measurement at the beginning, in the middle, and at the end of a semester, to examine real student project teams over their full life cycle. The results support our presumptions of phase-specific influences of team learning behaviours on transactive memory development. This shows that knowledge-based processes (storage and retrieval) play a more important role during early stages of project-based teamwork, followed by a shift to a higher relevance of communication-based processes (reflection and co-construction) in later stages. Implications for further research and team management phenomena are discussed.

Reflective team learning: linking interfering events and team adaptation

Purpose – This study aims to contribute to the team learning literature, by analyzing how reflective team learning is related to interfering events and to subsequent team adaptation. Design/methodology/approach – Longitudinal data were obtained from 33 project teams consisting of 131 students. Participants answered an online questionnaire three times during the term. The data were analyzed at the team level by conducting multiple hierarchical regression and bootstrap analyses. Findings – Results show an indirect effect of interfering events on team adaptation through reflective team learning, supporting recent models of episodic team processes and interruptive events. Findings indicate that reflective team learning is related to situational events and subsequent team adaptation. It was concluded that events that interfere with team action in a given time period stimulate the occurrence of reflective behavior, resulting in team adaptation. Research limitations/implications – The sample size is rather small...

Arbeits- und organisationspsychologische Forschung und betriebliche Praxis – zwei ferne Königskinder?

Der Wissenstransfer zwischen der arbeits- und organisationspsychologischen Forschung und der betrieblichen Praxis ist ein zentrales Anliegen der Zeitschriften fur Arbeits- und Organisationspsychologie sowie fur Personalpsychologie. Dieser Beitrag beleuchtet die in den Jahren 2007 und 2008 in diesen Zeitschriften erschienenen Forschungsbeitrage auf ihre praktische Relevanz und unternimmt dabei eine Aktualisierung und Erweiterung der Studie von Deller und Albrecht (2007). Als Kriterien fur Praxisrelevanz wurden Zeitnahe der Veroffentlichung, praktische Implikationen, Organisationszugehorigkeit der Autoren, Herkunft der Forschungsfrage, Anwendungsbezug sowie – uber Deller und Albrecht (2007) hinausgehend – die Art der Studie, die Art und Aktualitat des Themas, die Struktur der Artikel (Anteile von Einleitungs- und Diskussionsteil) und eine differenzierte quantitative Textanalyse im Hinblick auf Praxisbezug herangezogen. Resumierend lasst sich eine erfreuliche Entwicklung hin zu verstarkter Praxisrelevanz der...

Participative Work Design in Lean Production: A Strategy for Dissolving the Paradox between Standardized Work and Team Proactivity by Stimulating Team Learning?.

Purpose – The purpose of this paper is to explore job design mechanisms that enhance team proactivity within a lean production system where autonomy is uttermost restricted. We propose and test a model where the team learning process of building shared meaning of work mediates the relationship between team participative decision-making, inter team relations and team proactive behaviour. Design/methodology/approach – The results are based on questionnaires to 417 employees within manufacturing industry (response rate 86 per cent) and managers’ ratings of team proactivity. The research model was tested by mediation analysis on aggregated data (56 teams). Findings – Team learning mediates the relationship between participative decision-making and inter team collaboration on team proactive behaviour. Input from stakeholders in the work flow and partaking in decisions about work, rather than autonomy in carrying out the work, enhance the teams’ proactivity through learning processes. Research limitations/impli...

A Global Study of Pay Preferences and Employee Characteristics

Companies are managing more diverse work forces, and pay systems must be designed to attract, retain and motivate employees who may have very different pay preferences from employees of even a decade ago. This study examines how employee characteristics (i.e., gender, age, education, work experience, annual pay and number of dependents) are related to pay preferences. We found that older respondents with more education and more dependents had a stronger preference for variable pay than did respondents who were younger, less educated and had fewer dependents. Older respondents and those with higher pay preferred less pay transparency than did younger and lower paid respondents. Pay differences based on capability were preferred by better educated employees. When controlling for the other demographic characteristic, we found significant differences among nationalities for all four measures of pay preferences, that is, pay differences, pay variability, bonus plans and pay transparency.

Healthy Eating at Different Risk Levels for Job Stress: Testing a Moderated Mediation

Health behavior, like fruit and vegetable consumption (FVC), is affected by unfavorable job conditions. However, there is little research to date that combines job stress models and health-behavior change models. This longitudinal study examined the contribution of risk factors associated with job stress to the intention-planning-FVC relationship. In the context of the Health Action Process Approach, action planning (when-where-how plans) and coping planning (plans to overcome anticipated barriers) have been shown to be successful mediators in the translation of health-related intentions into action. Risk factors for job stress are operationalized as the interaction of job demands and job resources in line with the Job Demands-Resources (JD-R) model. Two hundred seventy-two employees (mean age 41.2 years, 73.9% female) from different jobs completed measures of intention at baseline (t1), action planning and coping planning 2 weeks later (t2), and FVC another 2 weeks later (t3). Job demands and job resources were assessed at t1 and t2. A moderated mediation analysis indicated that risk factors for job stress moderate the translation of intention into action planning (B = -0.23, p < .05) and coping planning (B = -0.14, p < .05). No moderation effect of the planning-FVC relationship by risk factors for job stress was found. However, coping planning directly predicted FVC (B = 0.36, p < .001). Findings suggest that employees intending to eat healthily use action planning and coping planning when job demands exceed job resources. For increasing FVC, coping planning appears most beneficial.