Previous research has investigated the relationship between organizational tenure and performance by focusing primarily on organizational tenure of the individual employee. We propose that this approach is limited because organizational tenure should be conceptualized as relating to multiple entities including teams and their leaders. As predicted, analysis of two objective performance indicators of 1,753 employees working with 250 leaders of natural work teams in a financial services company revealed that, beyond employee organizational tenure, team leader organizational tenure and team organizational tenure diversity had positive incremental effects on employee performance. Moreover, the positive impact of employee organizational tenure was less pronounced in teams with high rather than low tenure diversity. Our findings suggest that organizations’ capacity to promote performance will be limited if they focus on organizational tenure of an individual, while neglecting the ways in which performance is shaped by organizational tenure related to multiple entities within a team.

On pre sente ici un nouveau modeÁ le de la participation aÁ la fixation des objectifs de groupe (PGGS). Ce modeÁ le inclut d'une part des variables me diatrices (la cohe sion du groupe, l'identification au groupe, la foi en sa force) qui expliquent pourquoi le PGGS pourrait avoir un impact sur la motivation et la performance de groupe et d'autre part des variables mode ratrices (la nature du groupe en ce qui concerne la crainte du rejet social) qui stimulent ou handicapent motivation et performances. On a mis aÁ l'e preuve plusieurs des hypotheÁ ses du mode le dans une expe rience exploitant le brainstorming. Des objectifs de groupe relevant du de fi (impose s ou ne gocie s) ame lioreÁ rent la performance, favoriseÁ rent l'identification au groupe et de veloppeÁ rent la disposition aÁ la re tribution sociale, mais on n'observa aucun effet global du PGGS sur l'efficacite du groupe. Comme pre vu, la participation soulagea l'anxie te et des groupes compose s de sujets treÁ s anxieux pre senteÁ rent de meilleures performances graà ce au PGGS. Seulement, le PGGS diminua la cohe sion de groupe et la motivation intrinseÁ que, probablement en raison de la prise de conscience de contradictions dans les objectifs lors des discussions de groupes. Ces re sultats permettent de comple ter les the ories actuelles de la participation et de la fixation des buts.A new model of participation in group goal setting (PGGS) is presented. The model consists of (a) mediator variables (e.g. group cohesion, identification with the group, potency beliefs) that explain why PGGS might affect motivation and group performance, and (b) moderator variables that foster or hinder the development of these effects (e.g. group composition regarding fear of social rejection). Several assumptions of the model were tested in an experiment using a group brainstorming task. Challenging group goals (assigned or participatively set) improved group performance, promoted identification with the group, and improved the readiness for social compensation, but there was no overall effect of PGGS on group performance. However, as predicted,

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