High-Performing Self-Managed Work Teams: A Comparison of Theory to Practice

The Perception of “Training Availability” Among Certified Nurse Aides: Relationship to CNA Performance, Turnover, Attitudes, Burnout, and Empowerment

“…Yeatts and Cready (2007) have described training specifically designed to increase CNA empowerment through the use of empowered work teams. Similarly, Banaszak-Holl and Hines (1996) have concluded that training can allow employees to feel more control over their work (see also Yeatts and Hyten, 1998). And, Hoeffer, et al (2006) drew similar conclusions about training and empowerment from their study of two training programs designed to improve bathing practices of residents.…”

“…Many of these items were drawn from existing instruments that measure the concepts of interest. These include those developed by Cook, Hepworth, Wall, and Warr (1979); Hackman and Oldham (1980) ;Maslach, Jackson, and Leiter, (1996); McGee and Ford (1987); Quinn and Staines (1979);Spreitzer (1995);and Yeatts and Hyten (1998). When necessary, statements were modified to reflect the uniqueness of the nursing home environment.…”

Factors Contributing to Research Team Effectiveness: Testing a Model of Team Effectiveness in an Academic Setting

“…Teams that focus primarily on tasks tend to overlook relationship issues and may experience strained and tense interactions. Meanwhile, teams that focus exclusively on the relationships between members may not be able to achieve their goals (Yeatts & Hyten, 1998). Hence, the combination of technical systems (work distribution, materials, and processes) and social systems (team climate, leadership, and coordination) is needed to yield team effectiveness: the improved productivity and well-being of team members.…”

“…The I-P-O models posit that input factors are the primary causes of a process, which in turn influences team outcomes (Antoni & Hertel, 2009;Kozlowski & Bell, 2003). The process factors in the I-P-O framework are the mediating mechanisms linking input factors to output factors (Antoni & Hertel, 2009;Marks, Mathieu & Zaccaro, 2001;Yeatts & Hyten, 1998 Marks et al's (2001) conceptualization of teamwork interpersonal processes that refers to team activities that are focused on the management of interpersonal relations. They suggested three dimensions of teamwork interpersonal processes, namely conflict management, motivation and confidence building, and affect management.…”

Team dimension of relational competence of organisation – psychological perspective*

“…This behaviour is activated in a situation when a person of high DEI, having conducted a rational analysis, claims that the infl uence in a given situation is due to somebody else (an individual or group) and that their own infl uence is ineffective or unacceptable, or that the 'repertoire' of available infl uence tactics has been depleted. Van [55][56][57][58][59][60][61][62][63][64][65][66][67], as a result of the conducted research, stated that if partners expect to stay in the interaction in the future, they employ less severe infl uence means and generally try to have less infl uence on each other. Therefore, we presuppose that persons of high DEI consider a long-term prospect for common and effective functioning, reducing their own infl uence in a team, whereas in case of assumed short-term relations, more severe infl uence means may be anticipated.…”