Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.311126
Title: Cohesiveness and performance in an organisational setting : an empirical setting.
Author: Brooks, Andrew Stephen.
Awarding Body: University of Keele
Current Institution: Keele University
Date of Award: 1999
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Abstract:
Although cohesiveness has been studied for more than half a century, there is no common definition and associated measure. The current focus of research has moved from general explanations to context specific approaches. This particular thesis focuses on organisationally based, limited life, project teams. Despite the increasing use of these types of teams over the last 15 years, there is no published literature dealing directly with them, and no instrument designed specifically to measure their cohesiveness. This study has defined the construct of cohesiveness for these teams, using team members themselves, and a psychometrically sound measure of cohesiveness has been devised. It is made up of two sub-scales: task and people, and 20 component items. This tool is designed not only as an indicator of cohesiveness but also as a diagnostic tool to allow teams to increase their cohesiveness. Meta-analytical research has found that cohesiveness and performance are related, but that a number of factors moderate this relationship, e.g. type ofteam (Mullen and Copper, 1994). Using the task/people cohesiveness measure, three studies relating cohesiveness to performance and other variables were undertaken. Since project teams are of limited life and each team's output is unique, a correlational design was utilised. Altogether, data from over 500 teams was collected. Studies were carried out with 'real' teams and also a number of teams undertaking a business simulation game. Cohesiveness was found to be related to performance across a basket of performance measures in both circumstances. Task cohesiveness was more strongly related to performance than was people cohesiveness. By comparing levels of performance feedback, evidence was found to support Mullen and Coppers' (1994) suggestion that performance and cohesiveness have a reciprocal effect on one another and that the performance to cohesiveness effect is the larger of the two. The relationship of a number of variables to both cohesiveness and also the cohesivenessperformance relationship were investigated. This thesis contributes to the literature by using Social Identity Theory as an approach to defining and producing a measure of cohesiveness for a specific type of group - project teams. Its application has provided data on the cohesiveness-performance relationship that supports earlier meta-analytical findings where these are comparable.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.311126  DOI: Not available
Keywords: Tasks; Teams; Project; Social Identity Theory Management Psychology
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