Group Creativity - Revision history

Jsarmi: /* Reference */

2007-07-30T20:50:35Z

Reference

←Older revision		Revision as of 20:50, 30 July 2007
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	Cary, NC, USA: Oxford University Press, Incorporated, 2003. p 203.		Cary, NC, USA: Oxford University Press, Incorporated, 2003. p 203.
	http://site.ebrary.com/lib/drexel/Doc?id=10085239&ppg=218		http://site.ebrary.com/lib/drexel/Doc?id=10085239&ppg=218
-
-	~~Copyright © 2003. Oxford University Press, Incorporated. All rights reserved.~~
-
-	~~==Reference==~~
-
-	~~Paulus, Paul B.(Editor). Group Creativity : Innovation through Collaboration.~~
-	~~Cary, NC, USA: Oxford University Press, Incorporated, 2003. p 202.~~
-	~~http://site.ebrary.com/lib/drexel/Doc?id=10085239&ppg=217~~

	Copyright © 2003. Oxford University Press, Incorporated. All rights reserved.		Copyright © 2003. Oxford University Press, Incorporated. All rights reserved.

Jsarmi: /* Personnel Turnover */

2007-07-30T20:50:21Z

Personnel Turnover

←Older revision		Revision as of 20:50, 30 July 2007
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	===Personnel Turnover===		===Personnel Turnover===
-	One of the most daunting challenges for teams is personnel turnover, defined	+	One of the most daunting challenges for teams is personnel turnover, defined as the entry of new members and/ or the exit of old members.
-	as the entry of new members and/ or the exit of old members.	+
		+	Research on turnover has been done in both organizations and small
		+	groups. In reviewing the organizational literature, Argote (1993, 1999) concluded
		+	that the effects of turnover are mixed and depend on such factors as
		+	the organization?s coordination requirements, the level of organizational structure,
		+	and the individual?s skill level. Research on turnover in small groups
		+	indicates that turnover typically disrupts group performance but is more deleterious
		+	under some conditions than others. For example, group performance
		+	does not vary with the mean rate of turnover but declines when turnover is
		+	greater than usual (Trow, 1960). In addition, turnover causes fewer problems
		+	when group members work independently rather than interactively (Naylor
		+	& Briggs, 1965), and when the group has high rather than low structure (Devadas
		+	& Argote, 1995).
		+	Although these and other studies (e. g., Hollenbeck et al., 1995) provide
		+	useful information about the impact of turnover, they only scratch the surface
		+	of a very complex phenomenon. In particular, they pay little attention to the
		+	possibility that turnover can have positive rather than negative consequences
		+	for group performance. Turnover can improve group performance through two
		+	mechanisms: the exit of oldtimers who lack the skills or motivation to help the
		+	group attain its goals, and the entry of newcomers who possess such skills or
		+	motivation. In this chapter, we focus on the latter mechanism.
		+
		+	==Reference==
		+	Paulus, Paul B.(Editor). Group Creativity : Innovation through Collaboration.
		+	Cary, NC, USA: Oxford University Press, Incorporated, 2003. p 203.
		+	http://site.ebrary.com/lib/drexel/Doc?id=10085239&ppg=218
		+
		+	Copyright © 2003. Oxford University Press, Incorporated. All rights reserved.

	==Reference==		==Reference==

Jsarmi at 20:46, 30 July 2007

2007-07-30T20:46:49Z

New page

==Chapter 9. Newcomer Innovation in Work Teams==

Collaborative work is an increasingly important aspect of organizational life. Many
organizations now assign their most critical tasks to small groups, particularly work
teams (Hackman, 1990; Sundstrom, 1999). This is not surprising, because there
are several reasons to believe that teams should be more effective than individual
workers. Not only do most teams possess more task-relevant skills and knowledge
than do individuals, but team members can also share these resources, redistribute
responsibilities to meet new task demands, and motivate one another
to work hard. Unfortunately, however, there is evidence that teams do not always
provide the benefits they promise. Research in laboratory settings shows that teams
often fail to realize their potential productivity because of coordination and motivation
problems (Steiner, 1972). And research in organizational settings suggests
that team effectiveness is often reduced by such managerial mistakes as using
teams for tasks that are better done by individuals, assuming team members possess
all the skills they need to work together, and failing to provide adequate organizational
support for team activities (Hackman, 1998).

===Personnel Turnover===
One of the most daunting challenges for teams is personnel turnover, defined
as the entry of new members and/ or the exit of old members.

==Reference==

Paulus, Paul B.(Editor). Group Creativity : Innovation through Collaboration.
Cary, NC, USA: Oxford University Press, Incorporated, 2003. p 202.
http://site.ebrary.com/lib/drexel/Doc?id=10085239&ppg=217

Copyright © 2003. Oxford University Press, Incorporated. All rights reserved.