Familiarity and Fluid Team Performance: Leadership and HRM Implications

Thomas, Christopher H.; Roberts, Foster; Novičević, Milorad M.; Ammeter, Anthony P.; Lončar, Dragan

doi:10.1108/s0742-730120180000036005

Cited by 5 publications

(8 citation statements)

References 91 publications

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“…Automation and fast-pace changes in technology are disrupting conventional business models. As a result, human resource (HR) leadership is under intense pressure to achieve high performance (Thomas et al, 2018;Dubey et al, 2017;Boston Consulting Group, 2013). Sull (2009) asserts that the most pertinent terminology to define the wave of vulnerability is volatile, uncertain, complex and ambiguous (VUCA).…”

Section: Introductionmentioning

confidence: 99%

High-performance work system and organizational citizenship behaviour at the shop floor

Singh

Chand

Mittal

et al. 2020

BIJ

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PurposeThe manufacturing industry is presently experiencing technological disruption on a global scale. Consequently, to tackle such disruption, firms are identifying a volatile, uncertain, complex and ambiguous (VUCA) scenario and seeking ways to counter it. Accordingly, this paper aims to investigate the employee performance through assessing organizational citizenship behaviour (OCB) among the shop floor employees of the fast-moving consumer goods (FMCG) industry where a high-performance work system (HPWS) has been implemented.Design/methodology/approachA descriptive research design was used in the study, and 395 shop floor employees working in leading multinational firms, with a minimum global turnover of US$1bn, were interviewed. These manufacturing firms were located in three industrial clusters in the northern part of India.FindingsThe results indicate that HPWS influences OCB. Most of the dimensions of HPWS and OCB were found to be positively associated. The findings also disprove the labour process theory in the context of the study.Practical implicationsThe findings report a broad view of the relationship between HPWS and OCB in the Indian manufacturing context. The study offers the practical insights that HPWS is a universally accepted framework and that organizations should focus on the effective implementation of HPWS in a VUCA scenario, which is in line with past studies. The study also provides future directions for research.Originality/valueThis paper has established the relationship between HPWS and OCB in the manufacturing sector, especially for shop floor employees.

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Section: Introductionmentioning

confidence: 99%

High-performance work system and organizational citizenship behaviour at the shop floor

Singh

Chand

Mittal

et al. 2020

BIJ

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“…The outstanding performance of team leaders depends in large part on their sense of the employees. Thomas et al (2018) emphasized that the availability of emotional intelligence among working team leaders increases their impact on team members as regards achieving goals. Thus, the main study hypothesis could be formulated as follows:…”

Section: Emotional Intelligence and Working Teamsmentioning

confidence: 99%

“…A changing business environment requires changing skills and knowledge that are quite different from those needed if working under a stable business environment; the key feature of today's business environment is that it is highly competitive with constant fluctuations in customer needs (Thomas, Roberts, Novicevic, Ammeter & Loncar, 2018). This is why contemporary organizations have used working teams to meet the customers' requirements and to achieve outstanding performance to enhance their competitive position (Cullen, Edwards, Casper & Gue, 2014;Gardner, Gino & Staats, 2012;Gino, Argote, Miron-Spektor & Todorova, 2010;Sony & Mekoth, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…This is why contemporary organizations have used working teams to meet the customers' requirements and to achieve outstanding performance to enhance their competitive position (Cullen, Edwards, Casper & Gue, 2014;Gardner, Gino & Staats, 2012;Gino, Argote, Miron-Spektor & Todorova, 2010;Sony & Mekoth, 2016). Working teams have been linked to positive outcomes such as productivity improvement, customer service, and quality, as well as innovation and consciousness in decision-making (Akgun, 2020;Gino et al, 2010;Goleman, Boyatzis & McKee, 2013;Gully, Incalcaterra, Joshi & Beaubien, 2002;Thomas et al, 2018;Wageman Gardner & Mortensen, 2012). Emotional intelligence is one of the most important skills that working team leaders and employees should have to ensure survival and success in a changing, highly competitive business environment.…”

Section: Introductionmentioning

confidence: 99%

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The Effect of Emotional Intelligence of Operational Team Leaders on the Performance of Team Members

Al-Fawaeer

Al-Khatib

2020

RWE

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This study is aimed at identifying the effect of emotional intelligence with its dimensions (self-awareness, self-regulation, empathy, motivation, and social skills) on the performance of working teams with its dimensions (task performance, contextual performance, and counterproductive performance) among employees on the operational lines of industrial companies operating in the Jordanian city of Sahab. The analysis is limited to employees in those companies, and the questionnaire is used as a data collection tool, taking a simple random sample to represent the study population. In addition to the analysis of 216 questionnaires, the SPSS program is used as a data analysis tool in the study. The study emphasizes the importance of emotional intelligence dimensions for operational team leaders, especially motivation and social skills dimensions because they have a higher effect on the task performance and contextual performance levels, while all dimensions of emotional intelligence have a negative effect on counterproductive performance for operational team members.

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“…Behavior can be maintained and developed; therefore, individuals can be trained by applying appropriate leadership behavior in order to lead more effectively (Uhl-Bien & Arena, 2018,. Shamir, 2018, and Two Maurer & London, 2018 styles-The leadership functions comprise of task-related function or problem solutions as well as group maintenance or social function (Thomas et al, 2018).…”

Section: Leadershipmentioning

confidence: 99%

The Influence Analysis of the Leadership Behavior Toward Working Satisfaction of the Employee

Paais

Sui

2018

pijss

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The scope of this Study is restricted to the review on the human resources management which is approached from the employee aspect in the organization. The use of this design is premised on the fact that questionnaire with Likert scale 1-5. The sampling technique of this study is census refers to the quantitative research method, in which all the members of the population are enumerated. The analysis method on this research use approach multiple regression analysis.The finding of the study reveals that variables of instructive, consultative, participative, and delegative behaviors have influence toward satisfaction of the employees. But instructive behavior did not significant toward working satisfaction of the employees.

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Familiarity and Fluid Team Performance: Leadership and HRM Implications

Cited by 5 publications

References 91 publications

High-performance work system and organizational citizenship behaviour at the shop floor

High-performance work system and organizational citizenship behaviour at the shop floor

The Effect of Emotional Intelligence of Operational Team Leaders on the Performance of Team Members

The Influence Analysis of the Leadership Behavior Toward Working Satisfaction of the Employee

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