Richard Saavedra

Complex interdependence in task-performing groups.

This study proposed a model of work group performance based on the consequences of complex interdependence (CI), which is defined as the interactive effects of task, goal, and feedback combinations. The study consisted of a 4 (task interdependence: pooled, sequential, reciprocal, or team) × 2 (goal interdependence: individual or group) × 2 (feedback interdependence: individual or group) completely crossed factorial design using 118 three-person groups working in a laboratory setting on a performance appraisal task. The results of group-level analyses demonstrated the impact of CI on the perceived effectiveness of group task strategy. In turn, task strategy and intragroup conflict partially mediated the effects of CI on group performance quantity and quality

Affective states in job characteristics theory

The potential consequences of affective experience at work prompt an examination of whether job characteristics are related to affect. Using two measurement models, we examined associations between perceptions of five job characteristics and self-reported mood. One model was based on traditional measures of ‘positive’ and ‘negative’ affect. The second model utilized a more differentiated measurement scheme consisting of four unipolar mood scores. Using both approaches achieves both broad and specific assessments of the links between affective states and job characteristics. Regression analyses of the survey data from 370 managers in 26 organizations indicated that job characteristics explained an average of 19 per cent of the variance in activated pleasant affect and an average of 11 per cent of the variance in activated unpleasant affect. Task significance and task autonomy were positively associated with activated pleasant affect. Skill variety was positively related, and task identity and task feedback were negatively correlated with activated unpleasant affect. Finally, Growth Need Strength (GNS) moderated the relation between the Motivating Potential Score (MPS) from the combined job characteristics and both activated pleasant and activated unpleasant affect. Using a four-factor model of affect (enthusiasm, fatigue, nervousness, and relaxation), we discuss preliminary implications for the design of work. Copyright

Peer evaluation in self-managing work groups

A series of 3 experiments with business students examined how a raters relative performance affects peer ratings. In Study 1, with 36 groups consisting of 178 Ss, outstanding contributors were the most discriminating evaluators. In Study 2, with 39 groups consisting of 186 Ss, individuals rated their own performance as well as that of their peers. Once again, outstanding contributors were the most discriminating evaluators, and self-evaluations were higher than the respective ratings received from peers. In Study 3, with 12 groups consisting of 61 Ss, below-average and average contributors may have discounted their individual performance outcomes by making allowances for external factors that affected their contributions. Together, these studies indicate that self-other comparisons in a work group influence peer-performance evaluations

Choice of task and goal under conditions of general and specific affective inducement

In this study we examine the role of general and task-specific affect on task and goal choice in a performance setting. We use video stimuli to induce a general positive or general negative affective state, and use rate-of-progress and absolute discrepancy feedback to manipulate task-specific affect. Analyses indicate that general affective states influenced task and goal choices, self-efficacy expectations, and performance. Rate-of-progress feedback influenced affective state, task choice, and self-efficacy expectations. Absolute discrepancy feedback influenced task choice modestly and self-efficacy significantly. Generally, positive affect promoted mood maintenance while negative affect promoted mood repair, and general and task-specific affect exerted similar effects. Results are discussed in terms of the motivational consequences of affective states (either general or task-specific) for task and goal choices.

Hospital-physician relations under hospital prepayment.

Fundamental changes now occurring in the field of health services may make it increasingly difficult to develop or maintain satisfactory hospital-physician relations. This paper examines the nature of hospital-physician relations following the introduction of an experimental hospital prepayment program that capped budgets in nine hospitals for a 5-year period. Results from longitudinal analyses based on data from key physicians, hospital administrators, and board members indicate generally positive “effects” on hospital-physician relations, except for increased strain in the system. In most respects, there were no adverse effects on the work relations of physicians, in the perceived quality of medical care, or in the institutional performance of physicians at the nine participating hospitals after the introduction of prepayment. Moreover, to some extent, the prepayment program appears to have been effective in controlling hospital costs and is perceived by the principal participants to have been successful.