Les interventions régulatrices groupales et le rendement des équipes de travail : un modèle théorique

Résumé 0

GROUP REGULATING INTERVENTIONS AND TEAM PERFORMANCE : A THEORETICAL MODEL These days, the effectiveness of work teams is of critical importance to organizational success. However, interventions that improve the effectiveness of this type of group in organizations are not sufficiently documented on a scientific level. In order to contribute to the advance of knowledge in this domain of research, the main goal of this paper is to present an “ input → process → output ” model concerning group regulating interventions (GRI), namely common goal setting, collective feedback transmission, and group reward allocation. This model is based on an integration of the theoretical and empirical literature concerning these three interventions. In the model, the use versus the non-use of the three GRI, their quality (i.e., their individual characteristics) and the interaction effects between these interventions correspond to the inputs. Team performance, for its part, is the output. In this respect, team performance corresponds essentially to productivity, the quality of the work, respect for deadlines and the reduction of production costs. Furthermore, the model indicates that the level of task interdependence moderates the relationships between each of the GRI and team performance. Task interdependence is the extent to which team-mates are dependent upon one for the efficient performance of their job. More specifically, the level of task interdependence is expected to influence the strength of the relationships between each of the GRI and team performance. When the level of task interdependence is low, the relationships between these phenomena are lower than when the level of task interdependence is high. Moreover, the mediating processes include the development of strategies, effort invested, and co-operation among team-mates. These variables explain how the GRI influence team performance. In other words, when GRI of quality are used by the immediate superior of a team, team-mates spend more time developing work strategies, invest more effort in their tasks and co-operate more among themselves. In return, these three types of behavior improve team performance. Finally, this article takes stock of existing knowledge about this research domain, points out recommendations for future studies, and highlights the practical repercussions of the model.