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Dissertation Information for Alan Bare

NAME:
- Alan Bare
- (Alias) Alan Cranston Bare

DEGREE:
- Ph.D.

DISCIPLINE:
- Psychology

SCHOOL:
- Cornell University (USA) (1976)

ADVISORS:
- None

COMMITTEE MEMBERS:
- None

MPACT Status: Incomplete - Inspected

Title: MODEL OF WORK GROUP PERFORMANCE

Abstract: "Problem. The goals of this research were to: (1) Develop a questionnaire that permits improved description and observation of variables related to work group performance; and, (2) Using improved research methods, produce a preliminary, quantified model of work group performance by using the survey instrument to observe a large sample of ongoing work groups.

Method. An extensive literature review was conducted to identify dimensions for the analysis of group tasks, group characteristics, and outcomes. The dimensions identified in the literature review were operationalized in a Work Group Survey. The survey instrument was administered to 84 work groups drawn from six separate work organizations: a university, a capital goods manufacturer, a bank, a vehicle manufacturer, an elementary school, and a hospital.

The results of the survey were factor analyzed across the 410 respondents to define independent task, member, group, leadership, and performance dimensions. Scales were computed to index these dimensions. An analysis of variance was performed to assure that the respondents' perceptions varied significantly more between groups than within groups. Scales not meeting this requirement were dropped.

The mean score on each surviving dimension was computed from the members' responses for each work group. A correlation analysis was performed across the 84 groups to relate the analytic dimensions to the criterion variable: a supervisory index of perceived group performance.

Regression analyses were performed to determine which of the 35 analytic variables controlled the greatest portion of performance variance and, in turn, what variables were most strongly associated with these key ""predictors."" Three key predictors emerged.

Results. Three variables explain 41-percent of the variance in the leaders' perceptions of group performance. These variables are the members' perceptions of: (1) Group cohesiveness, a global measure of group attraction; (2) Group hedonic tone, a measure of group motivation and ""morale;"" (3) Performance-reward contingency, an index of the extent to which rewards depend upon performance.

In addition to performance, group cohesiveness is associated primarily with the perceived presence of friendship bonds in the group.

In addition to performance, performance-contingent rewards are associated positively with the members' reported ""hygiene"" satisfactions.

In addition to performance, high levels of morale in the group are associated: (1) Negatively with group size; (2) Negatively with authoritarian leadership; (3) Negatively with group factionalism; and (4) Positively with group maturity, a measure of openness and trust in interpersonal relations.

To provide some insight into the relative importance of ""predictors"" in more homogeneous samples, six variables hypothesized to be key moderators were selected: (1) Task complexity; (2) Task service versus problem solving mode; (3) Member age and service; (4) Member sex; (5) Group size; (6) Group performance. The 84-group sample was divided at the median score for each moderator into two 42-group subsamples.

An unconstrained regression of all correlates against the supervisors' performance index was run for the subsets scoring above and below the median of the moderator. Selected implications of these findings are discussed, and a plan for future research is outlined."

MPACT Scores for Alan Bare

A = 0
C = 1
A+C = 1
T = 0
G = 0
W = 0
TD = 0
TA = 0
calculated 2008-01-31 06:29:14

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