Overcoming roadblocks to effectiveness: Incorporating management of performance barriers into models of work group effectiveness.

Abstract

This study investigated how work groups manage performance barriers in their immediate environment to achieve effectiveness. Relationships were tested using data collected from 473 group members, 88 foremen, and 21 managers pertaining to 88 maintenance and construction road crews in a state department of transportation. Performance constraints were found to have a direct negative relationship with performance. Through problem-management strategies, crews were able to minimize these effects both directly and indirectly by maintaining crew cohesion under more frequent and severe performance problems. In turn, self-management, leadership, and teamwork processes were found to be related to crew use of problem-management actions and strategies. Areas for future research and research designs that can allow for capturing the dynamic and reciprocal nature of this relationship are suggested.