A review of factors affecting individual performance in team environments. Theories and implications for library management
| DOI | https://doi.org/10.1108/01435120610652888 |
| Date | 01 March 2006 |
| Published date | 01 March 2006 |
| Pages | 135-143 |
| Author | Matthew O'Connor |
| Subject Matter | Library & information science |
A review of factors affecting
individual performance in team
environments
Theories and implications for library
management
Matthew O’Connor
The Pennsylvania State University at Wilkes-Barre, Lehman,
Pennsylvania, USA
Abstract
Purpose – This review aims to compile an interdisciplinary inventory of factors affecting individual
performance in team environments.
Design/methodology/approach – Research focusing on the performance of the individual within a
team from the disciplines of psychology, sociology, business, and library science was analyzed and
synthesized. Five online aggregators and a combination of keyword/subject terms were used to locate
the research originating primarily from journal literature.
Findings – After exploring the research, 12 different performance factors emerged in two primary
categories: extrinsic and intrinsic. Extrinsic factors included collective efficacy, social rewards and
sanctions, social dilemmas, social loafing, future interdependence, and social identity. Intrinsic factors
included individual identity, desire to achieve, member role differences, team size, individual status
attainment, and member commitment.
Originality/value – There is a substantial amount of research concerning team motivation and
production, but there is an apparent dearth related to individual performance factors. This review
provides valuable insight for library administrators currently working with teams in their
organizations or for those considering it.
Keywords Library management,Team working, Performance levels,Motivation (Psychology)
Paper type General review
Introduction
Contemporary organizations, including both public and academic libraries, are
increasingly using teams to increase productivity, creativity, and efficiency in their
competitive dynamic environments. Teams are proven to be effective in accomplishing
all of the above outcomes (Moorhead and Griffin, 2004, pp. 318-319) and (Knecht, 2004),
and there is an abundance of research exploring the factors associated with team-based
motivation and performance in both the library literature and associated disciplines.
This research primarily focuses on group dynamics and rewards and punishments
administered by managers (Rynes et al., 2004; Campbell et al., 1998; Nelson, 1998;
Panteli, 2005; Tyler, 2002). Clark (2005, p. 16) indicates “...interdependent teams are
most motivated when they trust both the expertise and collaborativeness of other team
members ...”. Other studies, including Broom (2002), reinforce the notion that group
dynamics, along with other factors, strongly influence team performance.
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0143-5124.htm
Factors affecting
individual
performance
135
Received 31 August 2005
Revised 13 November 2005
Accepted 7 December 2005
Library Management
Vol. 27 No. 3, 2006
pp. 135-143
qEmerald Group Publishing Limited
0143-5124
DOI 10.1108/01435120610652888
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