Organizations often operate in complex and dynamic environments which place a premium on employees' ongoing learning and acquisition of new competencies. Additionally, the majority of learning in organizations does not take place in formal training settings, but we know relatively little about how informal field-based learning (IFBL) behaviors relate to changes in job performance. In this study, we first clarified the construct of IFBL as a subset of informal learning. Second, on the basis of this clarified construct definition, we developed a measure of IFBL behaviors and demonstrated its psychometric properties using (a) a sample of subject matter experts who made item content validity judgments and (b) both an Amazon Mechanical Turk sample (N = 400) and a sample of 1,707 healthcare employees. Third, we advanced a grounded theory of IFBL in healthcare, and related it to individuals' regulatory foci and contextual moderators of IFBL behaviors-job performance relationships using a cross-level design and lagged nonmethod bound measures. Specifically, using a sample of 407 healthcare workers from 49 hospital units, our results suggested that promotion-focused individuals, especially in well-staffed units, readily engage in IFBL behaviors. Additionally, we found that the IFBL-changes in job performance relationship was strengthened to the extent that individuals worked in units with relatively nonpunitive climates. Interestingly, staffing levels had a weakening moderating effect on the positive IFBL-performance improvements relationship. Detailed follow-up analyses revealed that the peculiar effect was attributable to differential relationships from IFBL subdimensions. Implications for future theory building, research, and practice are discussed. (PsycINFO Database Record

Since the Hawthorne studies of the 1920s and 1930s, there has been tremendous progress in the science and the practice of work group effectiveness. We chronicle the evolution of 3 schools of thought concerning work groups that spawned about the time of those studies. We highlight the different emphases of each perspective and how they eventually merged into an integrated view of teamwork. We also illustrate the disciplinary ebbs and flows of work group research over the past quarter century and how many different scholars from diverse institutions are currently contributing to the literature. We highlight the progress that has been made both in terms of scholarly insights and practical advances. We argue that the popular Input-Process-Outcome framework has facilitated progress in the field but has also become a limiting factor. We conclude that future advances will be associated with: (a) the advent of new theories, methodologies, and tools for modeling dynamic team properties; (b) a greater appreciation for, and sophisticated conceptions of, team task environments; and (c) conceptions of teams as entities in multilevel environments. (PsycINFO Database Record

No abstract

In traditional work contexts, factors such as individuals' general competencies are used to predict indices of their performance such as yearly performance appraisals. Whereas traditional approaches to predicting individuals' performance focus on differences between individuals, a considerable proportion of variability in performance is attributable to within-person sources. However, we submit that within-person variability in performance may also be attributable to the fact that people work in different contexts. Moreover, individual performance is often the result of unrecognized team contributions. Accordingly, we advance a Human Capital Resource Complementarity (HCRC) theory to explain the alignment of human capital resources with dynamic situational features, and to illustrate the influence of team collective competencies on the performance of individual members. We then empirically test HCRC theory-derived hypotheses using a sample of 169 cyclists from 22 teams across 18 stages of the centennial Tour de France. Our results suggest that individuals' specific competencies interact with situational characteristics to predict their performance variability over time, beyond that accounted for by their general competencies. Moreover, these effects are accentuated to the extent that teammates' competencies aligned with individual competencies in a given situation. Implications for future theory building, research, and practice are discussed. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Group for Organizational EffectivenessOrganizational processes have been widely recognized as both multilevel and dynamic, yet traditional methods of measurements limit our ability to model and understand such phenomena. Featuring a popular model of team processes advanced by Marks et al. (2001), we illustrate a method to use individuals' communications as construct valid unobtrusive measures of collective constructs occurring over time. Thus, the purpose of this investigation is to develop computer-aided text analysis (CATA) techniques that can score members' communications into valid team process measures. We apply a deductive content validitybased method to construct CATA dictionaries for Marks et al.'s dimensions. We then demonstrate their convergent validity with subject matter experts' (SMEs) hand-coded team communications and different SMEs' behaviorally anchored rating scales based on video recordings of team interactions, using multitraitmultimethod analyses in two samples. Using a third sample of paramedics performing a high-fidelity mass casualty incident exercise, we further demonstrate the convergent validity of the CATA and SME scorings of communications. We then model the relationships among processes across episodes using all three samples. Next, we test criterion-related validity using a longitudinal dual-discontinuous change growth modeling design featuring the paramedic CATA-scored team processes as related to a dynamic performance criterion. Finally, we integrate behavioral data from wearable sensor badges to illustrate how CATA can be scored at the individual level and then leveraged to model dynamic networks of team interactions. Implications, limitations, directions for the future research, and guidelines for the application of these techniques to other collective constructs are discussed.