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Module Introduction
Lesson Goals
Job Design
Team Design
Team Efficacy
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Summary
 
Team Performance Module > Team Design - 2 of 2
 
 


Criteria

Not all jobs and tasks are suitable for performance by teams. As the change to teams is a major one for organizations based on individual performance, suitability and impacts need to be carefully evaluated before going forward. The following criteria are adapted from a list developed by Campion and Medsker (1992). This list is intended as a guide for when to design jobs around teams. An affirmative answer to an item supports team use.

  • Task Interdependency - Are tasks highly interdependent, or could they be made so? Would this interdependence enhance efficiency or quality?
  • Task Requirements - Do tasks require a variety of knowledge, skills, and abilities such that combining individuals with different technical backgrounds would enhance performance?
  • Cross-Training - Would a breadth of skills and work force flexibility be an advantage to the organization?
  • Effectiveness - Could increased arousal, motivation, and effort to perform increase effectiveness?
  • Job Stress - Can team social support help workers deal with job stresses.
  • Communication - Could increased communication and information interchange improve performance.
  • Cooperation - Could increased cooperation aid performance?
  • Rewards - Are individual evaluation and rewards difficult or impossible to make or are they mistrusted by workers?
  • Performance Measures - Could common performance measures be developed and used?
  • Task Grouping - Is it technically possible to group tasks in a meaningful, efficient way?
  • Acceptance - Would individuals be willing to work in teams?
  • Interpersonal Skills - Do workers have the interpersonal skills needed for teams?
  • Training Willingness - Would team members have the capacity and willingness to be trained in interpersonal and technical sills required for team work?
  • Norms - Would team work be compatible with cultural norms, organizational policies, and leadership styles?
  • Labor-Management - Would labor-management relations be favorable to teams?
  • Time Constraints - Would the amount of time taken to reach decision, consensus, and coordination not be detrimental to performance?
  • Turnover - Can employee turnover be kept to a minimum?
  • Team Identity - Can teams be defined as a meaningful unit of the organization with identifiable inputs, outputs, and buffer areas which give them a separate identity from other teams?
  • Resource Availability - Would members share common resources, facilities, or equipment?
  • Top Management - Would top management support team job design?
  
 

   

  
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