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The Effect of Managerial Effectiveness, Work Environment,and Team Work on Lecturer’s Work Engagement
Abstract
The purpose of this study is to determine the effect of managerial effectiveness, work environment, and teamwork on work engagement. The population of this study is all lecturers of College of Economics in East Jakarta who have a National Lecturer Registration Number. The population of this study is 377 lecturers. The data analysis method used in this study is Structural Equation Modeling (SEM); for data processing, this study using Partial Least Square-Structural Equation Models (PLS-SEM) software. The results of the study show that (1) managerial effectiveness is not empirically tested has a direct effect on work engagement, (2) work environment has positive direct effect on work engagement, (3) team work has a positive direct effect on work engagement, (4) managerial effectiveness has a positive direct effect on work environment, (6) managerial effectiveness has a positive direct effect on team work, (7) environment has a positive direct effect on team work.
... Good team and coworker relationship leads to harmony in employee work. Teamwork is a collection of employees working together to achieve a specific goal (Pranitasari, 2019) [22] . Previous research has proved the strong relationship between team and coworker and employee engagement. ...
... A study in parastatals in Kenya concluded that employee engagement is statistically and significantly related to teamwork (Change, 2019) [6] . Moreover, other study covered college lecturers in Indonesia and found that teamwork has positive direct influence on work engagement (Pranitasari, 2019) [22] . Mokhtar et al. (2020) [21] found that coworkers support positively related to employee engagement in oil and gas offshore operations sector in Malaysia. ...
... Our result shows a positive impact of leadership on employee performance. These results go in the same direction with other studies that proved the same ( 21,22] . After testing hypotheses, it can be concluded that work environment, leadership, and team and coworker relationship have a positive effect on employee engagement. ...
... And (Aliyah, 2017) which examines the effect of the work environment, work status and workload on work engagement on 46 private university lecturers at Way Jepara Subdistrict, Lampung with path analysis techniques. (Pranitasari, 2019b) examines the effect of managerial effectiveness, work environment and work team on lecturers' work engagement and (Pranitasari et al., 2019) International Journal of Instruction, April 2022 • Vol.15, No.2 examines the influence of managerial effectiveness, work environment and selfdevelopment on lecturers' work engagement. ...
... Data collection techniques in this study were to use instruments in the form of questionnaires. The instrument was developed based on reference to several related studies, namely work engagement variable (Schaufeli et al., 2006), (Schaufeli et al., 2006), (Bakker et al., 2011), (Pranitasari, 2019a), (Pranitasari, 2019b), (Pranitasari & Kusumawardani, 2021); Organizational Internal Communication variables (Arcella, 2018), (Daromes, 20016), (Roberts & O'Reilly, 1974), (Greenbaum et al., 1988), (Claudia et al., 2013); Organizational Justice (Indrayani & Suwandana, 2016), (Zafar Iqbal et al., 2017), (Alvi & Abbasi, 2012); Intrinsic Rewards (Nurwulandari & Suwatno, 2018), (Edirisooriya, 2014), (Syahril & Nurbiyati, 2018); self-development (Coates, 2007) (Ueda, 2012) (Pranitasari, 2019a), (Pranitasari et al., 2019). ...
The lecturers are one of key success in the highest education systems processes
that are expected can improve the quality of education in Indonesia. The purpose
of this study is to determine how the effect of Organizational Internal
Communication, Organizational Justice, Intrinsic Rewards, and Self-Development
on Lecturer’s Work Engagement in terms of organizational culture. The population
of this study is the lecturers who have a National Lecturer Registration Number at
college of economics in east Jakarta. The population in this study is 377 lecturers
and using a proportional random sampling technique, the sample of this study is
200 lecturers. The data analysis method used in this study is Structural Equation
Modeling (SEM); for data processing, this study using Partial Least SquareStructural Equation Models (PLS-SEM) software. The results of this study are
expected to provide input to the college to improve lecturers' work engagement.
Improving lecturer’s work engagement can be done directly through improving
organizational internal communication, organizational justice, intrinsic rewards
and self-development. While indirectly it can be done through increasing
managerial effectiveness, and the work team is an effective mediating variable to
increase lecturers' work engagement. While indirectly it can be done through
increasing organizational justice. Intrinsic rewards is effective mediating variables
to increase lecturers' work engagement.
... Teamwork, in general, plays a role in enhancing organizational performance [55], increasing the spirit of learning and innovation [16], and collaboration [15]. Furthermore, school teamwork has been shown to affect school work climate and teaching effectiveness [56,57]. ...
... Keterikatan kerja adalah keterikatan seseorang dalam pekerjaan dan perannya aktif secara positif baik secara fisik, psikologis dan kognisi dengan indikator kekuatan, dedikasi dan penyerapan (Pranitasari, 2019b ...
This study aims to determine some factors that influence employee work engagement. The factors examined in this study were emotional intelligence, compensation and work environment. The results of this study are expected to be input for companies in order to enhance employee work engagement. The study was conducted in Gramedia Kelapa Gading Bookstore employees. The research method is a survey. The population in this study were all 100 employees of Gramedia Bookstore Kelapa Gading, using saturated sampling techniques. The data analysis techniques and data processing used are the Structural Equation Modeling (SEM) method and SmartPLS 3.0 consecutively. The results of this study are as follows: (1) the influence of the emotional intelligence on work engagement is 38%; (2) the effect of the compensation on work engagement is 6%; (3) the influence of the work environment on work engagement is 42%; (4) the effect of the emotional intelligence, compensation and work environment on work engagement is 52%; and the remaining 48% is influenced by other factors not examined in this study.
Optimizing the interaction between individuals and their work environment has become increasingly relevant in enhancing employee well-being and driving the overall success of businesses. The goal of this study is to provide information about how ergonomics affects job performance in the tourism and hospitality industry. The full-time staff employees of Egypt’s category (A) travel agencies and five-star hotels were the source of the study’s data. The partial least squares structural equation modeling (PLS-SEM) technique of analysis was utilized to explore how ergonomics influences job performance while taking into account the mediating roles of work engagement and talent retention. WarpPLS statistical software version 7.0 was used to analyze the 389 valid replies obtained. The findings revealed that there is a positive relationship between the employees’ perception of ergonomics on their job performance, in addition to the positive relationships between the perception of ergonomics and work engagement and talent retention. The work engagement and talent retention were also found to have a positive relationship with job performance. Furthermore, research revealed that work engagement and talent retention act as mediators between ergonomics and job performance. The results of this research significantly advance the Job Demands-Resources (JD-R) model theory. The study also offers evidence-based recommendations to organizations in the tourism and hospitality industry, empowering them to establish supportive work environments that enhance the job performance, work engagement, and talent retention. Businesses in this industry could create work environments that prioritize the well-being, comfort, and safety of their employees by embracing ergonomic concepts.
University stakeholders are a united entity; whenever one party does not hold up their end of the deal, it eventually becomes a challenge for all the stakeholders. In this case, universities that are struggling to retain lecturers pose a challenge to the universities’ goodwill. Accordingly, this study examines factors influencing lecturers’ retention in a South African university, and the guidelines for the universities to enhance lecturer retention policies are investigated. Herzberg’s two-factor theory was adopted as the theoretical framework for the study. The qualitative research approach was adopted within the Transformative paradigm using Participatory case study as a research design. A total of 14 participants were selected using a purposive sampling method amongst a pool of university stakeholders. As a result, semi-structured interviews were conducted, and the data was analysed using thematic analysis. The study found that less promotional opportunities and less recognition are factors influencing lecturers’ retention in a South African university. In addition, flexible work arrangements together with the promotion of teamwork, were suggested as guidelines for universities to enhance lecturer retention. Therefore, promoting deserving lecturers, counteroffers, recognising hard-working lecturers, flexible work schedules and promoting teamwork are the recommendations to transform retention problems in universities.
This study aims to determine the competence and work environment on job engagement and job satisfaction of employees for PT. Yamaha Music Manufacturing Indonesia. The sample in this study was 100 contract employees, using purposive sampling technique. The analysis used is SEM PLS research to test the Inner model, outer model and hypotheses. The results of the study stated: (1) Competence has an effect on work engagement by 55.2%. (2) The work environment has an effect on work engagement by 39.1%. (3) Competence has an effect on job satisfaction by 36.2%. (4) The work environment has an effect on job satisfaction by 35.2%. (5) Work engagement has no significant effect on job satisfaction. (6) Work engagement does not mediate competence in influencing job satisfaction. (7). Work engagement does not mediate the work environment in influencing job satisfaction. Creative Commons Attribution-ShareAlike 4.0 International License. 366 | Pranitasari, Julian, Said, Nugroho Jurnal Manajemen (Edisi Elektronik)
The implementation of the values of Universitas Kristen Indonesia (UKI) is important to be applied and implemented in the education process to develop the quality of the lecturer's character so that its implementation can be seen through the behaviour that is reflected in a person which is a combination of all good values, including behaviour that must look like: humility, sharing and caring, discipline, professional, responsibility, and integrity. The benchmark is the courage to change its performance to become a positive and constructive work culture. This study uses a quantitative research design with a casual and interactive approach. This study found that: there is a positive and significant relationship between lecturer performance and the implementation of UKI values. The correlation coefficient is 0.612, determination is 37.4%, t-count (5,068) > (2,000), and the regression equation = 19.975 + 0.528X₁. The reciprocal relationship between lecturer performance and the implementation of UKI values is significant or positive. The higher the level of implementation of the UKI values, the higher the lecturer's performance. On the other hand, the higher the performance of the lecturers, the more they support the implementation of the UKI values. The conclusion is that implementing UKI values in academic activities or academic support will develop character qualities or personal qualities, which tend to determine the quality of one's relationships with other people and their relationship with the environment in which they are located.
ABSTRAK Penelitian ini bertujuan untuk mengetahui dan menganalisis pengaruh stres kerja dan lingkungan kerja terhadap work engagement serta dampaknya terhadap etos kerja karyawan pada PT. Pos Indonesia Jakarta Utara. Metode yang digunakan dalam penelitian ini adalah kuantitatif asosiatif dengan pendekatan angket survey. Populasi dalam penelitian ini adalah karyawan PT. Pos Indonesia Jakarta Utara yang berjumlah 278 pegawai, dengan sampel 165 orang. Berdasarkan hasil dan pembahasan menunjukkan bahwa stres kerja berpengaruh negatif terhadap keterlibatan kerja karyawan di PT Pos Indonesia Jakarta Utara sebesar-6,3%; lingkungan kerja berpengaruh positif terhadap keterlibatan kerja karyawan pada PT Pos Indonesia Jakarta Utara sebesar 95,5%; stres kerja berpengaruh negatif terhadap etos kerja karyawan di PT Pos Indonesia Jakarta Utara sebesar-2,8%; lingkungan kerja berpengaruh positif terhadap etos kerja karyawan di PT Pos Indonesia Jakarta Utara sebesar 27,4%; keterlibatan kerja berpengaruh positif terhadap etos kerja karyawan di PT Pos Indonesia Jakarta Utara sebesar 72,2%. ABSTRACT This study aims to determine and analyze the effect of work stress and work environment on work engagement and its impact on employee work ethics at PT. Pos Indonesia North Jakarta The method used in this research is quantitative associative with questionnaire survey approach. The population in this study were employees of PT. Pos Indonesia North Jakarta, amounting to 278 employees, with a sample of 165 people. Based on the results and discussion shows that work stress has a negative effect on employee work involvement at PT Pos Indonesia North Jakarta by-6.3%; work environment has a positive effect on employee work involvement at PT Pos Indonesia North Jakarta by 95.5%; work stress has a negative effect on employee work ethics at PT Pos Indonesia North Jakarta by-2.8%; the work environment has a positive effect on employee work ethics at PT Pos Indonesia North Jakarta by 27.4%; work involvement has a positive effect on employee work ethics at PT Pos Indonesia North Jakarta by 72.2%.
ABSTRAK Tujuan penelitian ini untuk mengetahui bagaimana pengaruh lingkungan kerja, kompensasi dan kecerdasan emosional terhadap kepuasan kerja Bank Rakyat Indonesia Cabang Roxy Di Jakarta. Populasi pada penelitian ini yaitu seluruh karyawan Bank Rakyat Indonesia cabang roxy sebanyak 90 karyawan. Sampel yang digunakan pada penelitian ini menggunakan tehnik sampel jenuh sehingga diperoleh sebanyak 88 responden. Metode pengumpulan data yang digunakan yaitu observasi dan kuesioner. Teknik analisis data yang digunakan dalam Penelitian ini diuji menggunakan analisis jalur (path analysis) dengan metode Structural Equation Modeling-Partial Least Square SEM-PLS dengan software SmartPLS 3.0. Hasil penelitian ini menyatakan: (1) Pengaruh lingkungan kerja terhadap kepuasan kerja sebesar 21%. (2) Pengaruh kompensasi terhadap kepuasan kerja sebesar 29%. (3) Pengaruh kecerdasan emosional terhadap kepuasan kerja sebesar 32%. (4) Pengaruh lingkungan kerja, kompensasi dan kecerdasan emosional terhadap kepuasan kerja 48%. Sisanya 52% dipengaruhi faktor lain yang tidak di teliti dalam penelitian ini. ABSTRACT The purpose of this study was to determine how the influence of the work environment, compensation and emotional intelligence on job satisfaction at Bank Rakyat Indonesia Roxy Branch in Jakarta. The population in this study were all employees of Bank Rakyat Indonesia, Roxy Branch, as many as 90 employees. The sample used in this study used a saturated sample technique so that 88 respondents were obtained. The data collection methods used were observation and questionnaires. The data analysis technique used in this study was tested using path analysis with the Structural Equation Modeling-Partial Least Square SEM-PLS method with SmartPLS 3.0 software. The results of this study state: (1) The effect of work environment on job satisfaction is 21%. (2) The effect of compensation on job satisfaction is 29%. (3) The effect of emotional intelligence on job satisfaction is 32%. (4) The influence of work environment, compensation and emotional intelligence on job satisfaction is 48%. The remaining 52% is influenced by other factors that were not examined in this study.
Since globalization and technology have been accelerating business changes and creating challenges, today’s global leaders need to acquire a set of competencies that will enable them to implement their vision and lead effectively. Global leaders must be equipped with the leadership skills required in the multicultural workplace. Important leadership components and significant global leadership skills need to be identified to enhance international leaders’ competitiveness and performance efficiency. This study synthesized the literature findings in relation to both cross-cultural management and international leadership as an initial effort toward identifying essential leadership skills for global leaders to meet the challenges they face now and
in the future. Eleven essential skills for leadership effectiveness in the diverse workplace development were identified in this study for global leaders who intend to (a) cultivate human potential of employees, (b) enhance the overall organizational performance, (c) take social responsibility, and (d) obtain skills in international leadership and cross-cultural human relations. The basic premise is global leaders
need to constantly update their leadership knowledge, skills, and abilities for effective leadership performance in diverse workplace development and cross-cultural management, as well as for the competitiveness in the global market.
Competent managers are very important assets to any organization as they drive it to success through the challenges of global competition. Managerial effectiveness has gained much research attention in recent years due to its importance to the organization as a whole. The purpose of this study is to test the impact of work values on managerial effectiveness in Indian organizations. To this end, a survey was conducted on a sample of 300 managers working in different organizations in India. The article employs factor analysis, Pearson's r and step-wise multiple regression analysis to determine the effect of work values on managerial effectiveness. Findings indicate that work values have a positive and significant relationship with managerial effectiveness. The study provides valuable implications for practitioners and researchers by providing a deep understanding of the relationship between work values and managerial effectiveness, and between the dimensions and aspects of the two constructs. Practitioners could use the findings of the study to identify which work values influence managerial effectiveness most and work towards incorporating those values in the organizational culture.
Employee engagement has emerged as a critical driver of business success in today's competitive marketplace. Further, employee engagement can be a deciding factor in organizational success. Not only does engagement have the potential to significantly affect employee retention, productivity and loyalty, it is also a key link to customer satisfaction, company reputation and overall stakeholder value. Thus, to gain a competitive edge, organizations are turning to Human Resource to set the agenda for employee engagement and commitment. The challenge today is not just retaining talented people, but fully engaging them, capturing their minds and hearts at each stage of their work lives. There are many variables namely team work, leadership, compensation, work culture, commitment etc. that affect engagement level of the employees in an organization. This article made an attempt to study about impact of team work, work culture, leadership and compensation on engagement level of employees in Micro, Small and Medium Enterprises (MSMEs) in India.
Workplace incivility, or bullying, experienced by nurses has been shown to have negative consequences on nurses and the care they provide patients. Nurses’ roles are being challenged in the healthcare environment because of incivility in the workplace. These negative outcomes exist despite the support provided by teams on which these nurses work. This literature review is focused on the prevalence and effect of nurse bullying (nurseon- nurse, as well as physician-on-nurse) and the influence of such incivility on healthcare teamwork. Specific attention is given to three important team behaviors: leadership, trust, and communication.
Improving employee productivity is one of the most important objectives for any organization. This is because highly productive employees can influence overall organizational performance. This study aims to test the direct effects of employee empowerment, teamwork, and employee training on employee productivity in higher education sector. Based on the review of past literature, it is clear that only few studies were conducted on employee productivity, particularly, in education sector. Therefore, the data of this study were collected using an online survey from a sample of 242 employees serving at public universities in northern Malaysia. To analyse the collected data, SPSS and structural equation modelling were utilized. The results revealed that employee empowerment has significant positive effect on employee productivity. It was also found that teamwork has significant positive effect on employee productivity. Finally, the study found that employee training has significant positive effect on employee productivity. These findings provide useful implications for policy makers to set out their strategies with regard to human resource factors to in order to enhance both employee productivity and organizational performance.
The teamwork life skill is a critical outcome desired in many positive youth development interventions; however, limited versatile, user-friendly measures of this construct exist. Purpose: This study examines the psychometric properties of the Teamwork Scale for Youth, an assessment designed to measure youths’ perceptions of their teamwork competency. Methods: The Teamwork Scale for Youth was administered to a sample of 460 youths. Confirmatory factor analyses examined the factor
structure and measurement invariance of the scale across time. Correlations between teamwork and perceived social competence and commitment scores were also examined. Results: The revised 8-item Teamwork Scale for Youth was found to demonstrate acceptable factorial validity and measurement invariance across time. Additionally, strong reliability and concurrent and predictive validity of the scale were established. Discussion: The Teamwork Scale for Youth is a brief, easily administered, psychometrically sound tool that can be used with confidence in social work research and practice.
Healthy and harmony work environment is important to retain and develop high quality work and life of employees. It is important to minimize job burnout, stress and unbalance of work requirement and family. In previous, there were many factors with vary key terms of work environment factors and studied in different area. Hence this study was conducted using factor analysis with objective to measure the reliability and validity factors of work environment in context of quality work life. A survey was conducted at five listed company in Sabah to represent the response to this study. Exploratory Factor Analysis (EFA) with varimax rotation indicated were two main factors that influence employees to experiences high quality of work and life. It was considered as organization citizenship and organizational social support in turn lead to ability of employee to balance between their job requirements, family and own life. The findings contribute to the study by identify the reliability and validity dimensions of work environment that can be applicable to others studies. More than that develops awareness of employer on how to solve the issues of job burnouts, stress, or motivation of employees to retain and increase the human capital productivity and organization performance.
ORIENTATION: The positive organisation creates a framework in which its elements can be investigated in relation to the retention of talent. RESEARCH PURPOSE: The aim of this study was to investigate if leader empowering behaviour can positively impact on role clarity, psychological empowerment and work engagement, with the final outcome being the retention of talent. MOTIVATION FOR THE STUDY: In the ever changing work environment organisations place great emphasis on their human capital. The positive organisation utilises specific elements to optimise human capital's potential. It is therefore important to identify the elements contributing to a positive organisation as well as the elements which lead to the retention of talent. RESEARCH DESIGN, APPROACH AND METHOD: A survey research design was used. A convenience sample (n = 179) was taken from a business unit in a chemical organisation. The Leader Empowering Behaviour Questionnaire, Measures of Role Clarity and Ambiguity Questionnaire, Measuring Empowerment Questionnaire, Utrecht Work Engagement Scale and the Intention to Leave Scale were administered. MAIN FINDINGS: Leader empowering behaviour, role clarity and psychological empowerment predicted work engagement. Role clarity interacted with competence to affect employees' dedication and interacted with the development of employees to affect absorption. Work engagement predicted employees' intention to leave. PRACTICAL/MANAGERIAL IMPLICATIONS: Organisations should foster the elements of a positive organisation if they want to retain their talent. CONTRIBUTION/VALUE-ADD: The results of this research contribute to scientific knowledge about the effects of a positive organisation on retention.
The purpose of the study is to explore the relationship between Big Five Model of Personality and Managerial Effectiveness. The present study was done on a sample of 150 managers belonging to Private Sector Organizations. Variables in the study were assessed using two validated Instruments. Descriptive statistics, Pearson Product Moment Correlation and Hierarchical regression analysis was used to analyze the data. It was found that Openness to Experience, Conscientiousness, Extraversion and Agreeableness were positively related to Managerial Effectiveness whereas Neuroticism was negatively related to Managerial Effectiveness.
This article reports on the development of a short questionnaire to measure work engagement—a positive work-related state of fulfillment that is characterized by vigor, dedication, and absorption. Data were collected in 10 different countries (N = 14,521), and results indicated that the original 17-item Utrecht Work Engagement Scale (UWES) can be shortened to 9 items (UWES-9). The factorial validity of the UWES-9 was demonstrated using confirmatory factor analyses, and the three scale scores have good internal consistency and test-retest reliability. Furthermore, a two-factor model with a reduced Burnout factor (including exhaustion and cynicism) and an expanded Engagement factor (including vigor, dedication, absorption, and professional efficacy) fit best to the data. These results confirm that work engagement may be conceived as the positive antipode of burnout. It is concluded that the UWES-9 scores has acceptable psychometric properties and that the instrument can be used in studies on positive organizational behavior.
Activities in an organization require a lot of interaction and communication between the people involved. Additionally, good activity often relies upon the ability of cross functional team to create a shared understanding of the task, the process and the respective roles of it’s members. To effectively operate with teams, organization must know to make, use, and keep them and their members. This paper provide a survey of research on teamwork productivity and effectiveness base on rewards, leadership, training, goals, wage, size, motivation, measurement and information technology.
Orientation: The psychological empowerment of employees might affect their engagement. However, psychological empowerment and employee engagement might also be influenced by job insecurity.
Research purposes: The objective of this study was to examine the relationship between psychological empowerment, job insecurity and employee engagement.
Motivation for the study: Employee engagement results in positive individual and organisational outcomes and research information about the antecedents will provide valuable information for the purposes of diagnosis and intervention.
Research design, approach and method: A correlational design was used. Survey design was conducted among 442 employees in a government and a manufacturing organisation. The measuring instruments included the Psychological Empowerment Questionnaire, the Job Insecurity Inventory, and the Utrecht Work Engagement Scale.
Main findings: Statistically significant relationships were found between psychological empowerment, job insecurity and employee engagement. A multivariate analysis of variance showed that affective job insecurity had a main effect on three dimensions of psychological empowerment (viz. competence, meaning and impact) and on employee engagement. Affective job insecurity moderated the effect of psychological empowerment on employee engagement.
Practical implications: The implication of the results is that interventions that focus on the psychological empowerment of employees (viz. meaningfulness, competence, self-determination and impact) will contribute to the engagement (vigour, dedication and absorption) of employees. If job insecurity is high, it is crucial to attend to the psychological empowerment of employees.
Contribution: This study contributes to knowledge about the conditions that precede employee engagement, and shows that the dimensions of psychological empowerment (namely experienced meaningfulness, competence, impact and self-determination) play an important role in this regard.
The aim of this research was to investigate the impact of authoritarian leadership and authentic leadership, which satisfies employees’ needs to different extents, on employees’ engagement with their work. The moderating effect of intrinsic motivation between leadership and work engagement also was tested among Chinese workers in Taiwan. The snowball sampling method was used, and data were collected for 350 subordinate-supervisor dyads. The results of regression analysis indicated that, when controlling for obedience, authoritarian leadership was found to be negatively related to subordinates’ work engagement, but authentic leadership was found to be positively related to work engagement. Intrinsic motivation appears to foster the positive relationship between authentic leadership and work engagement and buffer the adverse impact of authoritarian leadership on work engagement. The theoretical, research, and practical implications of these findings are discussed in this paper.
Keywords: Self-Determination Theory, Bicultural Self, Intrinsic Motivation, Work Engagement
To cite this document: Chin-Yi Shu, "The Impact of Intrinsic Motivation on The Effectiveness of Leadership Style towards on Work Engagement", Contemporary Management Research, Vol.11, No.4, pp. 327-350, 2015.
Permanent link to this document:
http://dx.doi.org/10.7903/cmr.14043
The literature regarding teamwork has supported the idea that the key to improving team performance is to understand team processes. Early work within the realm of teamwork focused on quantifiable measures of team performance, like number of products developed. The measure of a successful team hinged on whether or not the team accomplished the end task. In more recent years, the focus has shifted to other measures of team functioning such as communication, problem solving, decision making, planning and task coordination, goal setting, and conflict resolution. The purpose of this study is to report the development and construct validity of an instrument to measure perceptions of engagement in teamwork among middle school aged youth.
Performance measurement research has characteristically focused on the performance of individuals and has not addressed the measurement of teamwork skills. Dyer Suggested that this lack of teamwork measures presents serious problems for conducting team-oriented research because research efforts are often judged by the quality of the measurement device employed. In an effort to assess and advance the science of measuring teamwork, the current review examines the measurement of teamwork skills on theoretical, methodological, and psychometric grounds. Furthermore, we present a series of general principles to guide research in the future. Although some progress has been made, there is still much to be learned about the measurement of teamwork.
Employees who are engaged in their work are fully connected with their work roles. They are bursting with energy, dedicated to their work, and immersed in their work activities. This article presents an overview of the concept of work engagement. I discuss the antecedents and consequences of engagement. The review shows that job and personal resources are the main predictors of engagement. These resources gain their salience in the context of high job demands. Engaged workers are more open to new information, more productive, and more willing to go the extra mile. Moreover, engaged workers proactively change their work environment in order to stay engaged. The findings of previous studies are integrated in an overall model that can be used to develop work engagement and advance job performance in today’s workplace.
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