Service-oriented HRP bundles and team performance: A team-level serial mediation model.

Drawing on two theoretical frameworks-positive psychology theory and conservation of resources theory-the relationship and underlying mechanism between team-level service-oriented human resource practice (SO-HRP) bundles and team performance were explored by constructing a team-level serial mediation model. Survey data were collected from 424 employees at 80 branches of five financial holding companies in Northern Taiwan. The team-level serial-mediated model and hypotheses were examined using SPSS version 24 and the PROCESS macro for SPSS. The results indicate that team psychological capital (PsyCap) and team work engagement serially mediated the relationship between SO-HRP bundles and team performance. These results imply that managers should plan and implement SO-HRP bundles in detail, reinforce team PsyCap, and increase engagement within their financial service teams to enhance team performance.

Team Efficiency in Organizations: A Group Perspective on Initiative.

Organizational research has shown that personal initiative is related to both climate for initiative and work engagement. Yet little is known about what happens to this relationship once the focus shifts to the team level. When organizational and team goals are involved this renders the relationship more complex, and team identification and organizational identification are likely to be key to understanding it. In this paper we develop a model to deal with these complexities. This predicts (a) that team identification will impact on team initiative through team work engagement while (b) organizational identification will impact on team initiative through climate for initiative. It is also expected that team initiative will, in turn, impact on team productivity, and on radical innovation as evaluated by the team leader. This model was tested in a field study with 327 participants of 76 workteams belonging to 50 organizations. Results of SEM and regression analysis supported our main hypotheses. Findings showed that initiative is related to performance and also underline the importance of initiative at a team level. At the same time they suggest that to develop teams with high levels of initiative it is important to promote both organizational and team identification.

Team spirit makes the difference: the interactive effects of team work engagement and organizational constraints during a military operation on psychological outcomes afterwards.

This article prospectively explores the effects of collective team work engagement and organizational constraints during military deployment on individual-level psychological outcomes afterwards. Participants were 971 Dutch peacekeepers within 93 teams who were deployed between the end of 2008 and beginning of 2010, for an average of 4 months, in the International Security Assistance Force. Surveys were administered 2 months into deployment and 6 months afterwards. Multi-level regression analyses demonstrated that team work engagement during deployment moderated the relation between organizational constraints and post-deployment fatigue symptoms. Team members reported less fatigue symptoms after deployment if they were part of highly engaged teams during deployment, particularly when concerns about organizational constraints during deployment were high. In contrast, low team work engagement was related to more fatigue symptoms, particularly when concerns about organizational constraints were high. Contrary to expectations, no effects for team work engagement or organizational constraints were found for post-traumatic growth. The present study highlights that investing in team work engagement is important for those working in highly demanding jobs.