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1 – 10 of over 1000Benjamin Osayawe Ehigie, Adeshola Abiodun Odunela and Rebecca Ibhaguelo Ehigie
This study aims to examine emotional intelligence (EI) and organizational communication as predictors of teamwork effectiveness among bank employees in Nigeria. The Nigerian…
Abstract
Purpose
This study aims to examine emotional intelligence (EI) and organizational communication as predictors of teamwork effectiveness among bank employees in Nigeria. The Nigerian banking industry suffered financial crisis, leading to depression, following inability to meet standards of the regulatory body. With current emphasis on teamwork for business growth, literatures suggest EI and organizational communication as predictors for teamwork effectiveness.
Design/methodology/approach
A cross-sectional survey of 230 bank employees, selected through multistage sampling, using a valid and reliable structured questionnaire that incorporated all research variables was used for data collection. A questionnaire containing the research scales was administered and data were collected.
Findings
Positive relationship was established between perceived teamwork effectiveness and components of EI, including self-emotion appraisal, other’s emotion appraisal (OEA), actual use of emotion and regulation of emotion (ROE) and perceived organizational communication effectiveness. Hierarchical regression analysis reveals that age, gender, job status and educational qualification jointly predicted teamwork effectiveness, although only educational qualification contributed significantly. The inclusion of EI dimensions showed that only OEA, actual use of emotion and ROE were significant predictors, along with organizational communication.
Research limitations/implications
Data collected were based on self-report of the participants. It is advised that more objective measures could be devised. The findings are limited to the banking industry and cannot be generalized to other work organizations. The research was conducted in Nigeria, a developing country; thus, the findings may not be generalized to the developed nations.
Practical implications
Educational factor could be applied in engaging team members. On the alternative, commercial banks should invest in periodic training programs to enhance employee communication skills and EI. Human resources personnel could use these research outcomes to enhance the selection and placement of employees in commercial banks. By these research findings the adequacies of some psychological theories in explaining team effectiveness have been empirically implicated, and the literature on team effectiveness has been increased. Consequently, commercial banks should invest in periodic training programs to enhance employee communication skills and EI, and use these findings to enhance selection and placement in Nigerian banks. It is evident from the results of the present study that the more educated team members are the more likely their teams would be effective in the teamwork. However, periodic training (both off the job and on the job) on EI and its pertinent dimensions, and adoption of appropriate communication styles, could be used to compliment educational deficiencies. Thus, the less educated persons could function adequately in teams if they receive the empowerment. The human resources managers are to note that new bank employees would be better team players when there are adequate orientated on programs on how towards effective to communicate at teamwork functions.
Social implications
It is evident from these research findings that EI and appropriate organizational communication are behavioral tools that could enhance team interaction and consequently improve team effectiveness.
Originality/value
It is revealed how teams could be made effective through the combined factors of EI and organizational communication, especially among bank employees in Nigeria. Unlike some other studies, this research discovered the specific EI factors that could enhance team effectiveness, not just general EI. It empirically validated some theories that are proposed in relation to EI and organizational communication. This study showcased how teams could be made more effective in the banking sector of the Nigerian economy.
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Ram Shankar Uraon, Anshu Chauhan, Rashmi Bharati and Kritika Sahu
Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it…
Abstract
Purpose
Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it investigates the mediating effect of project commitment on the impact of agile taskwork and agile teamwork on team performance. Furthermore, the study also tests the moderating role of career level on the impact of agile taskwork and agile teamwork on team performance.
Design/methodology/approach
Survey data were collected from 563 employees working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares path modeling was used to test the hypothesized model, and the Process macro was used to test the moderating effect.
Findings
The results show that agile taskwork and agile teamwork positively affect team performance and project commitment, and project commitment positively impacts team performance. Furthermore, project commitment fully mediates the relationship between agile taskwork and team performance and partially mediates the relationship between agile teamwork and team performance. Furthermore, the career level negatively moderates the impact of agile taskwork and agile teamwork on team performance.
Practical implications
The study shows the importance of agile work practices and project commitment to enhance team performance. Thus, the study provides managers with two strategies to improve their team performance.
Originality/value
There is a scarcity of research examining the distinct effects of agile taskwork and agile teamwork on team performance and the mediating role of project commitment in these relationships. Furthermore, as per the empirical evidence, no previous research has empirically examined the moderating role of career level in the agile taskwork-team performance and agile teamwork-team performance relationships.
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Ram Shankar Uraon, Rashmi Bharati, Kritika Sahu and Anshu Chauhan
This study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the…
Abstract
Purpose
This study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the mediating effect of team efficacy in the relationship between two dimensions of agile work practices and team creativity.
Design/methodology/approach
The data were collected from 563 professionals working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares-structural equation modeling (PLS-SEM) was used to test the hypothesized model.
Findings
The results demonstrate that agile taskwork and agile teamwork positively impact team creativity and team efficacy, and team efficacy positively impacts team creativity. Furthermore, team efficacy partially mediates the impact of agile taskwork and agile teamwork on team creativity.
Practical implications
This study shows the importance of agile work practices and team efficacy to enhance team creativity. The research offers managers strategies to boost team creativity.
Originality/value
There is a dearth of research examining the distinct effects of agile taskwork and agile teamwork on team efficacy and team creativity. Also, this study is one of its kind that examines the mediating mechanisms that explain the effect of agile taskwork and agile teamwork on team creativity.
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Allison Traylor, Julie Dinh, Chelsea LeNoble, Jensine Paoletti, Marissa Shuffler, Donald Wiper and Eduardo Salas
Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team…
Abstract
Purpose
Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team health in practice, consideration of team health has remained scant from a research perspective. The purpose of this paper is to address these issues by advancing a definition and model of team health.
Design/methodology/approach
The authors review relevant literature on team stress, processes and emergent states to propose a definition and model of team health.
Findings
The authors advance a definition of team health, or the holistic, dynamic compilation of states that emerge and interact as a team resource to buffer stress. Further, the authors argue that team health improves outcomes at both the individual and team level by improving team members’ well-being and enhancing team effectiveness, respectively. In addition, the authors propose a framework integrating the job demands-resources model with the input-mediator-output-input model of teamwork to illustrate the behavioral drivers that promote team health, which buffers teams stress to maintain members’ well-being and team effectiveness.
Originality/value
This work answers calls from multidisciplinary industries for work that considers team health, providing implications for future research in this area.
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Sheela Bhargava and Renu Sharma
The study aims to examine the mediating effect of psychological well-being (PWB) on the relationship between teamwork skills and student engagement (SE) in higher education…
Abstract
Purpose
The study aims to examine the mediating effect of psychological well-being (PWB) on the relationship between teamwork skills and student engagement (SE) in higher education institutional setups.
Design/methodology/approach
The study used a triangulation mixed-methods approach. Data were collected from final-year students pursuing post-graduation and graduation in private colleges in India. In the main study, quantitative data was gathered from 276 students through a survey. The relationship among the variables-teamwork skills, SE and PWB was empirically validated through path analysis; mediation was also conducted. In the auxiliary study, qualitative data was gathered through focus group sessions and was analyzed using thematic analysis.
Findings
Results depicted that teamwork skills positively predict students' engagement with their academic program. Additionally, PWB partially mediates the relationship between teamwork skills and SE.
Originality/value
The study was conducted to expand understanding of aspects related to promoting students' engagement in HEIs in Delhi and Haryana through being attentive toward teamwork skills development and through taking care of students' PWB.
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Shubhi Gupta, Govind Swaroop Pathak and Baidyanath Biswas
This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also…
Abstract
Purpose
This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.
Design/methodology/approach
The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).
Findings
The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.
Research limitations/implications
The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.
Practical implications
Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.
Social implications
The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.
Originality/value
This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.
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Rajni Singh, Kuldip Singh Sangwan and Devika Sangwan
This study seeks insights into the engineering undergraduates’ knowledge of problem-solving process, teamwork characteristics and communication skills.
Abstract
Purpose
This study seeks insights into the engineering undergraduates’ knowledge of problem-solving process, teamwork characteristics and communication skills.
Design/methodology/approach
The data for the study were collected through consecutive sampling technique from 78 engineering undergraduates at the Birla Institute of Technology and Science Pilani, Pilani Campus, India on a five-point Likert scale-based questionnaire.
Findings
Exploratory factor analysis results traced three stages of the problem-solving process. However, the results of teamwork characteristics and communication skills validated the literature-based results. An important finding was that all the three skills were correlated. This means that one skill can be used to develop and promote other skills. The paired sample t-test demonstrated that all the three skills were perceived with a difference, which indicates that these skills worked in collaboration without losing their individuality.
Research limitations/implications
This study supports that there is a need to engage learners in an active and collaborative environment to improve the engineering undergraduates’ knowledge of skills.
Originality/value
The conscious effort to make the engineering undergraduates aware would reduce the gap between the graduating engineers skills currently possessed in academia and the required skills at workplace.
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Mai Nguyen, Nicolas Pontes, Ashish Malik, Jaya Gupta and Ritika Gugnani
Amid challenges posed by the COVID-19 pandemic, fostering employee creativity has become paramount for organizations. However, there is a scarcity of research on digitalization of…
Abstract
Purpose
Amid challenges posed by the COVID-19 pandemic, fostering employee creativity has become paramount for organizations. However, there is a scarcity of research on digitalization of the workplace and its implications for implementing high involvement work systems (HIWSs) in organizations, particularly in relation to their impact on employee outcomes, such as creativity and job satisfaction. Additionally, limited attention has been given to the role of job level and organizational type in driving change during times of adversity. This study aims to examine the factors within the HIWSs model using the PIRK model – power (P), information sharing (I), rewards (R) and knowledge (K) to explore how HIWSs shape the extent of power individuals have over their employment, the sharing of information, the types of rewards that engage and motivate employees and the knowledge required to fulfil employees’ responsibilities effectively, both individually and collectively.
Design/methodology/approach
Using a qualitative research methodology, this study uses thematic analysis for data collection, analysis and interpretation. Semi-structured interviews (n = 48) served as the primary data collection method. Using the theoretical lenses of high-involvement practices and employee perceptions of PIRK, the effect on employee creativity and job satisfaction is analysed.
Findings
The findings of this study reveal that employee creativity is significantly influenced by how employees perceive power, information, rewards and knowledge. Moreover, the study highlights the role of transformational and transactional leadership in shaping employee perceptions of power, information and knowledge within HIWSs. A high perception of PIRK is found to positively impact employee job satisfaction.
Research limitations/implications
This study offers valuable insights for human resource management (HRM) professionals seeking to make informed decisions regarding best practices and initiatives for enhancing employee outcomes in the post-COVID era. By recognizing the pivotal role of HIWSs and their influence on employee perceptions, organizations can strategically implement HIWSs to foster creativity and job satisfaction. Furthermore, this research contributes to the existing literature by examining the interplay between HIWSs and the PIRK model in the context of workplace digitalization, emphasizing the importance of adapting HRM practices to address the evolving needs of the modern workforce.
Originality/value
This study will help HRM professionals in making informed decisions on the best practices and initiatives to enhance employee outcomes in the post-COVID era. This paper adds to the existing literature on HIWS and PIRK in the context of workplace digitalization.
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Xiaojuan Li, Zhou Zhang, C.Y. Jim, Jiyu Lai and Xueqing Chen
This paper aims to establish a model to evaluate the benefits of building information modeling (BIM) from the owners' perspective. The model analyzes the correlation between five…
Abstract
Purpose
This paper aims to establish a model to evaluate the benefits of building information modeling (BIM) from the owners' perspective. The model analyzes the correlation between five secondary benefit indicators and their subsystems: product, financial, organizational, management and strategic. The final key factors of BIM benefits provide a decision-making basis for owners to raise the efficiency of BIM application.
Design/methodology/approach
Firstly, the authors combed 31 BIM-related literature and interviewed experts to identify 15 preliminary benefit indicators. The authors established a BIM benefit evaluation system based on relevant concepts, including two primary indicators, five secondary indicators and 15 tertiary indicators. Secondly, the authors analyzed the indicators by the extension theory of matter element analysis and a questionnaire survey of expert opinion. Finally, the new method was applied to a case study of a large shopping center in east China for empirical verification.
Findings
A BIM benefit evaluation model, including a three-tiered hierarchy of primary, secondary and tertiary indicators, was constructed through literature review and expert opinions. The model determined the critical factors of BIM benefits, enhanced understanding of owner benefits and improved BIM application under the owners' leadership.
Originality/value
At present, most studies focus on specific project stages or benefit indicators. This study developed an integrated BIM benefit evaluation system that targets owners. The findings could foster the development of China's construction industry, promote owner-led BIM application and advocate adopting the benefit evaluation method.
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Lincoln Sposito, Isabel Cristina Scafuto, Fernando Ribeiro Serra and Manuel Portugal Ferreira
The authors investigated how emotional intelligence (EI) affects the relationship between project managers' (PMgs) expertise and experience and project success for both the team…
Abstract
Purpose
The authors investigated how emotional intelligence (EI) affects the relationship between project managers' (PMgs) expertise and experience and project success for both the team and client.
Design/methodology/approach
This study collected 290 valid responses from IT project managers. The results were analyzed using an ordinary least squares (OLS) regression, with Process v4.0 procedure and the Johnson-Neyman (JN) technique to assess the moderating effect of the level of EI.
Findings
Results showed that moderate levels of EI can enhance the impact of PMgs' experience on the project client, while higher levels of EI are necessary to positively impact the team. Moderate levels of EI can improve PMgs' expertise impact on the project team, increasing their effectiveness in interactions with clients and other stakeholders.
Practical implications
It is recommended to consider emotional intelligence alongside technical skills when selecting project managers to address emotional labor, stress, stakeholder management and agility. Providing EI training and experiential learning opportunities internally can improve project managers' emotional intelligence.
Originality/value
This study contributes to the literature on emotional intelligence and project management, highlighting the relationship between technical skills and emotional intelligence levels of PMgs. This research emphasizes the significance of experience and EI in project management, particularly in overseeing complex projects. Additionally, moderate levels of EI enhance PMgs' effectiveness in engaging with stakeholders closely involved in projects.
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