Managing Team Performance {Lecture Notes}
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Prentice Hall, Inc. Herman Aguinis, University of Colo at Denver Managing Team Performance: Managing Team Performance: Overview Overview • Definition and Importance of Teams • Types of Teams and Implications for PM • Purposes and Challenges of Team PM • Including Team Performance in the PM System • Rewarding Team Performance
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Transcript of Managing Team Performance {Lecture Notes}
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Managing Team Performance:Managing Team Performance:OverviewOverview
• Definition and Importance of Teams• Types of Teams and Implications for PM• Purposes and Challenges of Team PM• Including Team Performance in the PM
System• Rewarding Team Performance
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Definition of TeamDefinition of Team
Two or more people – Interact
• Dynamically• Independently
– Share common and valued• Goal, Objective or Mission
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Importance of TeamsImportance of Teams
• Global pressures• Flexibility in flatter organizations• Complexity of products and services• Rapidly changing environments
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Performance Management & TeamsPerformance Management & Teams
• PM systems should target:– Individual performance– Individual’s contribution to team performance– Performance of entire team
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
General principles of PM relating to teamsGeneral principles of PM relating to teams
1. Design and implement best possible system2. Consider dangers of poorly implemented
system
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Managing for Improved Team PerformanceManaging for Improved Team Performance
• Don’t limit team processes with other task or organizational requirements
• Provide good team design and organizational support
• Give feedback only on processes that the team members can control
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Types of TeamsTypes of Teams
• Classified by– Complexity of task– Membership configuration
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Complexity of Task ranges from:Complexity of Task ranges from:
• Routine– Well defined– Few deviations in how work is done– Outcomes easily assessed
- to -• Non-routine
– Not defined well– No clear specifications on how to do the work– Outcomes are long term and difficult to assess
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Membership Configuration includesMembership Configuration includes
• Length of time team expects to work together• Stability of team membership
Static Dynamic
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Types of Teams Based on Types of Teams Based on Membership Configuration and Task ComplexityMembership Configuration and Task Complexity
Dynamic ° Network
Teams Membership Configuration
° Project Teams
Static ° Work and
Service Teams
Routine Non-Routine Task Complexity
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Types of TeamsTypes of Teams
• Work or Service Teams• Project Teams• Network Teams
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Work or Service TeamsWork or Service Teams
• Intact • Routine tasks• Share similar skill sets
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Project TeamsProject Teams
• Assembled for specific purpose• Tasks outside core product or service • Members from different functional areas
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Network TeamsNetwork Teams
• Membership not constrained by – Time or space– Organizational boundaries
• Teams may include– Temporary or full-time workers– Customers– Vendors– Consultants
• Work is extremely non-routine
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Examples of PM Approaches by Type of TeamExamples of PM Approaches by Type of Team
• Type of Team– Work & Service Team
– Project Team
– Network Team
• Type of PM Approach– Peer ratings
– Ongoing measurements
– Development of competencies
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Purposes of Team PMPurposes of Team PM• Traditional goals of any PM System• Specific to Team performance:
– Make all team members accountable– Motivate all team members to have a stake in team
performance
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Challenges of Team PMChallenges of Team PM• How do we assess relative individual
contribution?• How do we balance individual and team
performance?• How do we identify individual and team
measures of performance?
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Including Team Performance in the PM SystemIncluding Team Performance in the PM System
• Prerequisites• Performance Planning• Performance Execution• Performance Assessment• Performance Review• Performance Renewal and Re-Contracting
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Performance Management ProcessPerformance Management Process
Performance Review
Performance Renewal and
Re-contracting
Performance Assessment
Performance Execution
Performance PlanningPrerequisites
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
PrerequisitesPrerequisites
• Knowledge of mission– Organization– Team
• Knowledge of job to be performed by the team
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Performance PlanningPerformance Planning
• Results expected of the team• Behaviors expected of team members• Developmental objectives to be achieved by
team and its members
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Performance ExecutionPerformance Execution
Team responsibilities1. Commit to goal achievement2. Seek feedback from
• Each other• Supervisor
3. Communicate openly & regularly4. Conduct regular & realistic peer-
appraisals
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Performance ExecutionPerformance Execution
Supervisor responsibilities1. Observe and document
• Team performance• Relative contribution of team members
2. Update team on any changes in goals of the organization
3. Provide resources & reinforcement
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Performance AssessmentPerformance Assessment
Types of Assessments• Self-appraisals• Peer evaluations• Supervisor evaluation• Outsider appraisals (if appropriate)
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Performance AssessmentPerformance Assessment
Kinds of Performance to be Assessed• Individual task performance• Individual contextual performance• Team performance
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Dimensions of Team Performance to assess:Dimensions of Team Performance to assess:
• Effectiveness• Efficiency• Learning and growth• Team member satisfaction
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Performance ReviewPerformance Review
• Two meetings with supervisor or review board– Team meeting– Individual meeting
• Emphasis on past, present and future
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Team meetingTeam meeting
• Discuss overall team – Performance– Results
• Information comes from:– Team members– Other teams/outsiders– Supervisor’s evaluation
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Individual meetingIndividual meeting
• Discuss how individual behavior contributed to team performance
• Information comes from:– Self-appraisal– Peer ratings– Supervisor’s evaluation
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Performance Renewal and Re-ContractingPerformance Renewal and Re-Contracting
• Make adjustments to performance plan• Include plan for individual performance as it
affects team functioning
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver
Making Team-based Rewards EffectiveMaking Team-based Rewards Effective
• All employees should be eligible• Rewards should be
– Visible– Contingent– Reversible
• Avoid factors which cause reward systems to fail• Consider variable pay systems (in addition to
individual bonuses)
