The Constraints and Problems in Team Performance Management

Abstract

A wide range of factors can affect team performance: setting clear and achievable goals, allocating individual work, utilizing an individual's skills, monitoring performance, maintaining team cohesion and identity, being able to handle internal conflicts, maintaining relationships with other teams, systems and resources available to teams and the quality of leadership. These problems and constraints affecting team performance management (TPM) are found on a global scale irrespective of a country's individual work culture. This paper presents the nature of team performance management in order to discuss common TPM problems and constraints in the context of worldwide research findings. Environmental factors and team dynamics consistently influence team effectiveness. It is now clear that there is a need for future research to look at the complexity of team dynamics over time.

Relationship between Perceived Teamwork Effectiveness and Team Performance in Banking Sector of Serbia

“…Actually, the authors of the IMO models showed that, in the case of P-processes, "many of the mediational factors that intervene and transmit the influence of inputs to outcomes are not processes, but emergent cognitive or affective states", that the "I-P-O framework limits research by implying a single-cycle linear path from inputs through outcomes", and that the I-P-O framework "tends to suggest a linear progression of main effect influences proceeding from one category to the next" [23] (p. 520), without considering emergent states that develop during team existence and have an impact on team outcomes. The IMO model is currently widely accepted in the team management literature [24]. The improved framework for understanding teamwork is presented in Figure 2.…”

“…In the case of the input area, the organizational/contextual level may consist of the HR system, organizational climate and organizational culture. This level of input For understanding many of the potential constructs and variables that can be included in the IMOI models, author Urlych [24] presented a framework for assessing teamwork effectiveness, presented in Figure 3. From Figure 3, it is obvious that many different relations need to be included in exploring teamwork effectiveness.…”

“…In the case of the input area, the organizational/contextual level may consist of the HR system, organizational climate and organizational culture. This level of input is important to bear in mind because "teams operate in an organizational context that either facilitates or hinders its functioning, and the team itself has to be treated as the primary level of analysis" [24] (p. 99). Sustainability 2020, 12, x 4 of 16 After presenting the main views on teamwork frameworks, it is important to emphasize that teamwork can have various implications and that managers need to know what steps to take to ensure effective teamwork.…”

“…One of the potential indicators of teamwork performance is consumer satisfaction [33]. When measuring team performance, there are also criteria which refer to the team members' affective reactions and team viability [24]. Affective reactions generally refer to team atmosphere and how members are treated; team viability is usually associated with the team-level criterion, while members who wish to remain a team member, satisfaction, team climate, team commitment and group cohesion are used as indicators of viability [17] (p. 418).…”

“…Regardless of the type of performance that is measured, team performance can be investigated as organizational-level performance, team performance behaviors and outcomes, and role-based performance [24] (p. 100):…”