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Managing Individual Performance in Work Groups
Author(s) -
Liden Robert C.,
Wayne Sandy J.,
Kraimer Maria L.
Publication year - 2001
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.4016
Subject(s) - discipline , group (periodic table) , working group , work (physics) , member states , psychology , social psychology , public relations , business , political science , law , engineering , european union , mechanical engineering , chemistry , organic chemistry , economic policy
This research was driven by the question, “In empowered work groups, who should be responsible for determining disciplinary actions in response to group member poor performance: the formal manager, a single group member, or the group as a whole?” Results in a study of 231 group members representing 41 groups from four diverse organizations showed that the severity of disciplinary actions made by formal managers is equivalent to actions taken by groups through consensus decision‐making. Selecting one member of the group, however, to handle a poorly performing member resulted in relatively lenient disciplinary actions. Consistent with this finding, the attitude survey results revealed that individual group members are reluctant to assume responsibility for disciplining a poorly performing group member. © 2001 John Wiley & Sons, Inc.