Motivating effects of task and outcome interdependence in work teams

G.S. Van der Vegt, B.J.M. Emans, E. Van de Vliert

Research output: Contribution to journalArticleAcademicpeer-review

164 Citations (Scopus)

Abstract

Motivation and performance theories in organizational psychology tend to have a predominantly individualistic scope, relating characteristics of individual tasks to personal work outcomes of individuals (e.g., the Job Characteristics Model [JCM]). The present study goes beyond the realm of individual job characteristics by examining the effects of two interpersonal characteristics: task and outcome interdependence of team members. Subscales for the measurement of these social job dimensions were developed. The results support the hypothesis that, in addition to the JCM variables, the interdependence dimensions influence the employees' sense of responsibility and personal work outcomes. More specifically, the interdependence dimensions influence experienced responsibility for the others' work and thus account for a separate part of the variance in team members' personal work outcomes.

Original languageEnglish
Pages (from-to)124-143
Number of pages20
JournalGroup & Organization Management
Volume23
Issue number2
Publication statusPublished - Jun-1998

Keywords

  • JOB CHARACTERISTICS
  • EMPLOYEE SATISFACTION
  • DESIGN
  • ORGANIZATIONS
  • PERFORMANCE
  • MANAGERS
  • MODEL
  • POWER

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