Refine your search
Collections
Co-Authors
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Srivastava, Manjari
- Task Characteristics & Group Effectiveness in Indian Organizations
Abstract Views :212 |
PDF Views:0
Authors
Affiliations
1 NMIMS University, Mumbai, IN
2 Deptt. of Humanities and Social Sciences, Indian Intitute of Techonoly, Kanpur, IN
1 NMIMS University, Mumbai, IN
2 Deptt. of Humanities and Social Sciences, Indian Intitute of Techonoly, Kanpur, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 46, No 4 (2011), Pagination: 699-712Abstract
This study explores the relationship between certain task characteristics and group effectiveness variables. The task characteristic variables were autonomy, skill variety, task structure, task identity, problem demands in terms of time, task difficulty, work schedule, quality assurance, performance rating and task significance. Group effectiveness was conceptualized in terms of group cohesiveness, group goal accomplishment, group growth level and special recognition. Factor analysis and canonical correlations were sought to answer the research questions. Factor-analysis results revealed the underlying dimensions of the variables under study. Canonical correlations revealed that a positive significant relationship existed between the two sets of variables.References
- Alderfer, C.P. (1969), “An Empirical Test of a New Theory of Human Needs”, Organizational Behavior and Human Performance, 142-175.
- Argyris, C & Schon, D.A. (1978), Organizational Learning: A Theory of Action Perspective, Reading M.A Addison-Wesley.
- Anat Drach-Zahavy& Anit Somech (2006), “Professionalism and Helping: Harmonious or Discordant Concepts? An Attribution Theory Perspective”, Journal of Applied Social Psychology 36 (8): 1892–1923.
- Ancona, D.G. & Caldwell, D.F (1992), “Bridging the Boundary: External Activity and Performance in Organizational Teams” Administrative Science Quarterly, 37(4): 634-65.
- Antoni C.H. (2005), “Management by Objectives- an Effective Tool for Teamwork?” International Journal of Human Resource Management, 16(2):174-84
- Antoni C.H. (2000), “Group Fabrication to Self Designing Work Teams: The Development of Work Teams in Germany”, in Beyerlein, M.M. (ed), Work Teams: Past, Present and Future, Amsterdam: Kluwer.
- Argote, L. & McGrath, J.E.(1993), “Group Processes in Organizations: Continuity and Change, in C.L. Cooper & l.T. Robertson (Eds.), International Review of Industrial and Organizational Psychology, 8, New York: John Wiley & Sons.
- Arnold, H.J. & Feldman, D.C. (1986), Organizational Behaviour. New York: McGraw-Hill Book Company.
- Brief, A.P. & Weiss, H.M. (2002), “Organizational Behaviour: Affect in Workplace, Annual Review of Psychology, 53: 279-307.
- Cohen, S.G. & Ledford, G.E. (1994), “The Effectiveness of Self-managing Teams: A Quasi- Experiment”, Human Relations, 47(1): 13- 43.
- Cohen, S.G., Ledford, G.E. & Spreitzer, G.M.(1996), “A Predictive Model of Selfmanaging Work Team Effectiveness”, Human Relations, 49(5): 643-76.
- Cordery, J.L., Mueller, W.S. & Smith, L.M. (1991), “Attitudinal and Behavioral Effects of Autonomous Group Working: A Longitudinal Field Setting”, Academy of Management Journal, 34(2): 464-76.
- Dion,K.L. (2000), “Group Cohesion: From ‘Field of Forces’ to Multidimensional construct, Group Dynamics: Theory and Research and Practice. 4(1):7-26.
- Doolen, Hacker &Aken (2006), “Managing Organizational Context for Engineering Team Effectiveness”, Team Performance Management, 39:138-54
- Eden, D. (1990), “Pygmalion without Interpersonal Contrast Effects: Whole Groups Gain from Raising Manager Expectations”, Journal of Applied Psychology, 75(4): 394- 98.
- Fried,Y. & Ferris G.R.(1987), “The Validity of Job Characteristics Model: A Review and Meta Analysis”, Personnel Psychology, 40:287-322.
- Gupta, P.P., Dirsmith, M.W. & Fogarty, T.J. (1994), “Coordination and Control in a Government Agency: Contingency and Institutional Theory Perspectives on GAO Audits”, Administrative Science Quarterly, 39: 264-84.
- Gladstein, D.L.(1984), “Groups in Context: A Model of Task Group Effectiveness”, Administrative Science Quarterly, 9(4): 499- 517.
- Goodman, P.S. & Leyden, D.P. (1991), “Familiarity and Group Productivity”, Journal of Applied Psychology, 76(4): 578-86.
- Guzzo, R. A.(1986), “Group Decision Making and Group Effectiveness”, in Goodman, P. S.(Ed.). Designing Effective Work Groups, 34-71.San Francisco, CA: Jossey-Bass.
- Guzzo, R.A. & Dickson, M.W. (1996), “Teams in Organizations: Recent research on performance and effectiveness.”, Annual Review of Psychology, 47: 307-338.
- Hackman, J.R. (1987), “The Design of Work Teams”, in J.W. Lorsch (Ed.), Handbook of Organizational Behaviour, Englewood Cliffs, N J: Prentice-Hall.
- Hackman,J.R. & Lawler,E.E.(1971), “Employee Reaction to Job Characteristics”, Journal of Applied Psychology, 55:259-86.
- Hackmam,J.R. & Morris, C.G.(1975), “Group Tasks, Group Interaction Process, and Group Performance Effectiveness: A Review and Proposed Integration”, in L. Berkowitz(Ed.), Advances in Experimental Social Psychology,8. New York: Academic Press.
- Hackman, J.R. & Oldham, G.(1975), Development of the Job Diagnostic Survey, Journal of Applied Psychology, 60:159-70.
- Hackman, J.R., and Oldham, G.R. (1976), “Motivation through the Design of Work: Test of a Theory”, Organizational Behaviour and Human Performance: 250-79.
- Hambrick, D.C. & D’Aveni, R.A.(1992), “Top Team Deterioration as Part of the Downward Spiral of Large Corporate Bankruptcies”, Management Science, 38(10): 1445- 66.
- Kaur, Parvinder (1992), Success: Options and Organizational Dynamics, New Delhi, Segment Books.
- Karasek, R. & Theorell, T. (1990), Healthy Work: Stress, Productivity and the Reconstruction of Working Life. Basic Books, New York.
- Keyton, J. & Springston, J.(1990), “Redefining Cohesiveness in Groups. Small Group Research”, International Journal of Theory Investigation and Application. 2192:234-54.
- Klimoski, R. & Mohammed, S. (1994), “Team Mental Model: Construct of Metaphor?”, Journal of Management, 20(2): 403-37.
- Koster,F., Stockman,F., Hodson, R, & Sanders, K.(2007), “Solidarity through Networks: The Effects of Tasks and Informal Interdependence on Cooperation within Teams”, Employee Relations., 29(2):117-37.
- Kossek, E.E., Barber, A.E. & Winters, D(1999), “Using Flexible Schedules in the Managerial World: The Power of Peers”, Human Resource Management, 38(1):33-46.
- Lambert, Z. V. & Durand, R.M. (1975), “Some Precautions in Using Canonical Analysis”, Journal of Marketing Research. 12:468-75
- Levine, D.I. & Tyson, L. (1990), “Participation, Productivity, and the Firm’s Environment”, in A.S. Blinder (Ed.), Paying for Productivity. Washington, DC: Brookings Institution.
- Llgen, Hollenbeck, Johnson & Jundt (2005), “Teams in Organizations: From Input-Process- Output Models to IMOI Models”.
- Annual Review of Psychology,56: 517-43. Likert, R. (1961), New Patterns of Management. New York: McGraw-Hill.
- Locke, E.A. (1968), “Towards a Theory of Task Motivation and Incentives”, Organizational Behavior and Human Performance 3:157-89
- Locke, E.A.(1976), “The Nature and Causes of Job Satisfaction”, in M.D. Dunnette (Ed.), Handbook of Industrial and Organizational Psychology, Chicago: Rand McNally.
- Locke, E.A., Cartledge, N., & Koeppel, J.(1968), “Motivational Effects of Knowledge of Results: A Goal Setting Phenomenon?”, Psychological Bulletin, 70: 474-85.
- McGrath, J.E. (1984), Groups: Interaction and Performance, Englewood Cliffs, N J: Prentice-Hall
- McGregor, D. (1960), The Human Side of Enterprise. New York: McGraw Hill.
- Pearson, C.A.L. (1992), “Autonomous Work Groups: An Evaluation at an Industrial Site”, Human Relations, 45(9): 905-36.
- Pfeffer,J. & Salanick,G.R.(1978), External Control of Organization: A Resource Dependence Perspective. Harper&Row, New York.
- Pyoria Pasi, (2005), “Information Technology, Human Relations and Knowledge Work Teams”, Team Performance Management, 39: 104-12
- Raven, B.H., & Rietsema, J. (1957), “The Effects of varied Clarity of Group Goal and Group Path upon the Individual and His Relation to His Group,” Human Relation, 10: 29-44.
- Ralston, D. A.(1989), “The Benefits of Flexitime: Real or Imagined”. Journal of Organizational Behaviour,10(4):369-73.
- Ralston, D.A. & Flanagan, M.F. (1985), “The Effects of Flexitime on Absenteeism and Turnover for Male & Female Employees”, Journal of Vocational Behaviour, 26(2):206- 17.
- Robertson, M.M. & Huang, Yueng-Hsiang (2006), “Effect of Workplace Design and Training Intervention on Individual Performance, Group Effectiveness and Collaboration: The Role of Environmental Control, Work: 27:3-12.
- Robbins, S.P. (1993), Organization Behavior; Concepts, Controversies, and Applications (6th Ed.), New Jersey, Prentice Hall.
- Seers, A., Petty, M.M. & Cashman, J.F. (1995), “Team-Member Exchange under Team and Traditional Management: A Naturally Occurring Quasi-Experiment”, Group & Organization Management, 20(1): 18-38.
- Shanley, Mark & Langfred, Claus (1998), “The Importance of Organizational Context,II: An Empirical Test of Work Group Cohesiveness and Effectiveness in Two Governmental Bureaucracies”, PAQ, Winter.
- Sims, H.P.,Szilagyi, A.D., Keller, R.T.(1976), “The Measurement of Job Characteristics”, Academy of Management Journal, 19:195- 212
- Sinha, M.N. & Willbom, W.O. (1985), The Management of Quality Assurance, New York: John wiley & Sons.
- Sundstrom, E., DeMeuse, K.P. & Futrell, D. (1990), “Work Teams: Applications and Effectiveness”. American Psychologist, 45: 120-33.
- Steiner, I.D. (1972), Group Process and Productivity, New York: Academic Press.
- Thomas, J., & Griffin, R.W. (1983), “The Social Information Processing Model of Task Design: A Review of the Literature”, Academy of Management Journal, 672-82
- Turner, A.N., Lawrence, P. R. (1965), Industrial Jobs and the Worker, Boston, Harvard University Press
- Van de Van, A.H., Ferry, D.L.(1980), Measuring and Assessing Organizations. Series on Organizational Assessment and Change, New York, Wiley
- Vroom, V.H. (1964), Work and Motivation, New York: Wiley.
- Wageman, R. (1995), “Interdependence and Group Effectiveness”, Administrative Science Quarterly, 40: 145-80.
- Wagner,J.A.(1994), “Participation’s Effects on Performance and Satisfaction: A Reconsideration of Research Evidence”, Academy of Management Review, 19:312-30.
- Weick, K.E. & Roberts, K.H.(1993), “Collective Mind in Organizations: Heedful Interrelating on Flight Decks”, Administrative Science Quarterly, 3: 357-81.
- Weisman, C.S., Gordon, D.L. & Cassard, S.D. (1993), “The Effects of Unit Self-management on Hospital Nurses’ Work Process, Work Satisfaction, and Retention”, Medical Care, 31(5): 381-93.
- Yoo, Y. & Alavi, M, (2001), “Media and Group Cohesion: Relative Influence on Social Presence, Task Participation and Group Consensus”, MIS Quarterly, 25(3):371-90.
- Empowering Leadership:A Study of Team Leaders & Team Members
Abstract Views :191 |
PDF Views:0
Authors
Affiliations
1 School of Business Management, NMIMS University, Mumbai, IN
2 Mumbai, IN
1 School of Business Management, NMIMS University, Mumbai, IN
2 Mumbai, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 50, No 4 (2015), Pagination: 696-712Abstract
This study attempts to explore some of the antecedents of empowering behavior of team leaders both from leaders' and their subordinates' perspectives. Data were collected from 240 respondents working in professionally run organizations of Indian origin as well as multi-national companies. The study employing multivariate data analysis revealed that leaders' organization based self esteem and global self esteem impact their empowering behavior towards subordinates and this relationship is further moderated by organization culture. The relation between task characteristics and members' readiness was not moderated by culture. The finding from this research may be utilized to develop leaders who empower their teams such that they act as leaders themselves and become stimulants for the growth of organizations.- Engaging Virtual Teams: Do Leadership & Trust Matter?
Abstract Views :115 |
PDF Views:0
Authors
Affiliations
1 PhD scholar with School of Business Management, Narsee Monjee Institute of Management Studies, Mumbai., IN
2 Professor & Associate Dean with the same School of Business Management, Navi Mumbai Campus
1 PhD scholar with School of Business Management, Narsee Monjee Institute of Management Studies, Mumbai., IN
2 Professor & Associate Dean with the same School of Business Management, Navi Mumbai Campus
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 56, No 4 (2021), Pagination: 732-747Abstract
Based on the theoretical framework on transformational leadership style, this study examined the impact of leadership on engaging employees working in virtual teams. It has also investigated trust as a mediator between leadership and engagement . The sample involved 305 participants working in a virtual team across eight industrial sectors. Data was collected using a questionnaire and was analyzed using Partial Least Squares Structural Equation Modelling (PLSSEM). The result s confi rmed that leaderships idealized influence impacts employee engagement in virtual teams; however, leadership’s inspirational motivation does not directly impact employee engagement. The results also confirmed that trust partially mediates the relationship between leadership influence and employee engagement and fully mediates relationship between leadership motivation and employee engagement.References
- Allen, R. (2005), Leadership and Motivation of Virtual Teams, Unpublished Doctoral Dissertation, Northcentral University, Minneapolis, USA.
- Andres, H. P. (2002), “A Comparison of Facetoface and Virtual Software Development Teams”. Team Performance Management , 8 (1/2): 39-48.
- Aryee, S. B. (2002), “Trust as a Mediator of the Relationship Between Organizational Justice and Work Outcomes: Test of a Social Exchange Model”, Journal of Organizational Behavior, 23 (3): 267-85.
- Avolio, B. J. (1995), MLQ Multifactor Leadership Questionnaire, Redwood City: CA: Mindgarden.
- Bass, B. (1985), Leadership and Performance Beyond Expectations, (2nd ed.), New York: Free Press.
- Baver, C. (2002), A Longitudinal Evaluation of the Impact of Organization Structure on Role Ambiguity & Work Group Performance, Unpublished Doctoral Dissertation, University of Sarasota, Florida.
- Bell, B. S. & Kozlowski, S. J. (2002), “A Typology of Virtual Teams: Implications for Effective Leadership”, Group & Organization Management , 27 (1): 14-49.
- Biswas, S. (2009), “Organizational Culture and Transformational Leadership as Predictors of Employee Performance”, Indian Journal of Industrial Relations , 44 (4): 611-27.
- Cascio, W. (2000), “Managing a Virtual Workplace”, The Academy of Management Executive , 14 (3): 81-90.
- Childres, W. (2009),Transformational Leadership and Its Relationship to Trust and Behavioral Integrity, Saybrook Graduate School and Research Center, California.
- Clouner, C. (2018), Leadership in Healthcare & Public Health (1st ed.), OpenSource: Pressbooks.
- Craig, J. (2017), Meeting the Ethical Challenges of Leadership: Casting Light or Shadow (6th ed.), Sage Publications, Newberg.
- D’Souza, G. & Colarelli, S. (2010), Team Member Selection Decisions for Virtual versus Face-to-face Teams”, Computers in Human Behavior , 26 (1): 630-35.
- Day, D., Zaccaro, S. & Halpin, S. (2004), Leader Development for Transforming Organizations: Growing Leaders for Tomorrow (3rd ed.), Lawrence Erlbaum Associates, Inc., Abingdon.
- Dirks, K. & Ferrin, D. (2002), “Trust in Leadership: Meta-analytic Findings and Implications for Research and Practice”, Journal of Applied Psychology , 87 (4): 21-40.
- Duarte, D. & Synder, N. (1999), Mastering Virtual Teams (3rd ed.), CA: Jossey - Bass, San Francisco.
- Farndale, E. H. H. (2011), “High Commitment Performance Management: The Roles of Justice and Trust”, Personnel Review , 40 (1): 5-23.
- Figueroa, J. (2011), Manager’s Leadership Styles and Employee Engagement: Quantifying Manager’s Influence, Dissertation, Capella University, San Francisco.
- Hackman, J. & Oldham, G. (1980), Work Redesign (1st ed.), MA: Addison-Wesley, Cambridge.
- Hair, J. & Ringle, C. (2015), A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM) (2nd ed.), Sage Publication, California.
- Harvard Business Review (2019). Retrieved from https://www.extension.harvard.edu/professionaldevelopment/blog/challenges-managingvirtual-teams-and-how-overcome-them
- Holton, J. A. (2001), “Building Trust and Collaboration in a Virtual Team”, Team Performance Management , 7 (3/4): 36-47.
- Jarvenpaa, S. L. & Leidner, D. E. (1999), “Communication and Trust in Global Virtual”, Organization Science , 10 (6): 791-815.
- Jarvenpaa, S. L., Knoll, K. & Leidner, D. E. (1998), “Is Anybody Out There? Antecedents of Trust in Global Virtual Teams”, Journal of Management Information Systems , 14 (4): 29.
- Jenster, N. (2010), Leadership Impact on Motivation, Cohesiveness and Effectiveness in Virtual Teams: AFIRO Perspective, Unpublished Doctoral Dissertation, Grenoble Ecole de Management,Grenoble.
- Joshi, A., Lazarova, M. & Liao, H. (2009), “Getting Everyone on Board: The Role of Inspirational Leadership in Geographically Dispersed Teams”, Organization Science , 20 (1): 240-52.
- Kahn, W. (1990), “Psychological Conditions of Personal Engagement and Disengagement at Work”, Academy of Management Journal, 33 (4): 692-724.
- Kanawattanachai, P. & Yoo, Y. (2002), “Dynamic Nature of Trust in Virtual Teams”, Journal of Strategic Information Systems , 11 (1): 187-213.
- Kirkman, B. & Rosen, B. (1999), “Beyond Selfmanagement: The Antecedents and Consequences of Team Empowerment”, Academy of Management Journal , 42 (1): 58-74.
- Klendauer, R. A. (2009), “Organizational Justice and Managerial Commitment in Corporate Mergers”, Journal of Managerial Psychology , 24 (1): 29-45.
- Kock, N. (2015), “Common Method Bias in PLS SEM: A Full Collinearity Assessment Approach”, International Journal of e-collaboration , 11 (4): 7.
- Kumar, A. & Israel, D. (2012), “Authentic Leadership and Work Engagement”, Indian Journal of Industrial Relations , 47 (3): 498510.
- Leidner, S. L. & Jarvenpaa, D. E. (1999), “Communication and Trust in Global Virtual Teams”, Organization Science , 10 (6): 791815.
- Macey, H. M. & Schneider, B. (2008), “The Meaning of Employee Engagement”, Industrial and Organizational Psychology , 1(1):30.
- Maslach, C. & Leiter, M. (2008), “Early Predictors of Job Burnout and Engagement”, Journal of Applied Psychology , 93 (3): 498512.
- McAllister, D. (1995), “Affect-and Cognitionbased Trust as Foundations for Interpersonal Cooperation in Organizations”, Academy of Management Journal , 38 (1): 2459.
- McKnight, D. H. (1998), “Initial Trust Formation in New Organizational Relationships”, Academy of Management Review, 23(3): 473-90.
- Meyerson, D. W. (1996), “Swift Trust and Temporary Groups”, in R. Kramer & T. Tyler (Eds.), Trust in Organizations: Frontiers of Theory & Research, SAGE Publication, California.
- Moore, T. (2008), Virtual Team Member Motivation in New Product Development: An Investigation into the Influence of Leadership Behaviors, Capella University, Minneapolis.
- Thesis: Mulik, S., Srivastava, M. & Yajnik, N. (2020), “Flow Experience and MOOC Acceptance: Mediating Role of MOOC Satisfaction”, NMIMS Management Review , 36 (2):2644.
- Neufeld, D. & Fang, Y. (2010), “Remote Leadership, Communication Effectiveness and Leader Performance”, Group Decision & Negotiation , 19 (3): 227-46.
- Nydegger, R. & Nydegger, L. (2010), “Challenges in Managing Virtual Teams”, Journal of Business & Economics Research , 8(3):69
- Pati, S. (2012), “Development of a Measure of Employee Engagement”, Indian Journal of Industrial Relations , 48 (1): 94-104.
- Robbins, S. P. (2013), Organizational Behavior (13 ed.), Pearson Education, Inc., New Jersey
- Schaufeli, W., Martinez, I., Pinto, A., Salanova, M. & Bakker, A. (2002), “Burnout and Engagement in University Students: a Cross-national Study”, Journal of Cross-Cultural Psychology , 33 (5): 464-81.
- Schmidt, F. L., Harter, J. K. & Hayes, T. L. (2004), “Business-unit-level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-analysis”, Journal of Applied Psychology, 87 (2): 268-79.
- Srivastava, M. & Sinha, A. K. (2009), “Relationship Between Organizational Support and Managerial Effectiveness: An Exploration”, Management and Labor Studies , 34 (4):537-55.
- Srivastava, M. & Vyas, R. (2015), “Empowering Leadership: A Study of Team Leaders and Team Members”, The Indian Journal of Industrial Relations , 50 (4): 696-712.
- Vance, R. (2008), Effective Practice Guidelines - Empoyee Engagement & Commitment, SHRM Foundation, Alexandaria.
- Wang, D. S. (2013), “The Effect of Authentic Leadership on Employee Trust and Employee Engagement”, Social Behavior and Personality: an International Journal, 41(4): 613-24.
- Yukl, G. G. & Taber, T. (2002), “A Hierarchical Taxonomy of Leadership Behavior: Integrating a Half Century of Behavior Research”, Journal of Leadership & Organizational Studies , 9 (1): 15-32.
- Zaccaro, S. & Bader, P. (2003), “E-Leadership and The Challenges of Leading E-teams”, Organizational Dynamics , 31 (4): 377-87.