Understanding the Impact of Team Cohesion on Performance Improvement in the Workplace
Department of Psychology, Grand Canyon University
PSY–803 Behaviorism
Understanding the Impact of Team Cohesion on Performance Improvement in the Workplace
Problem Statement
It is not known how the impact of team cohesion affects workplace performance improvement, exploring the relationships between cognitive aspects of emotions, leadership psychology, and workplace attitudes and cultures. Examining the impact of cognitive processes and behaviors on performance, through quantitative study seeks to understand the key factors that promote or hinder performance improvement in organizations.
Research Questions
Through examination, the following research questions and hypotheses are necessary for the study
· RQ1 : Does team cohesion significantly influence task management and goal attainment in organizations?
· H10 There is no significant relationship between team cohesion and task management as well as goal attainment in organizations.
· H1A There is a significant positive relationship between team cohesion and task management as well as goal attainment in organizations.
· RQ2 : To what extent does team cohesion impact performance evaluation and strategy implementation in organizations?
· H20 There is no significant relationship between team cohesion and performance evaluation as well as strategy implementation in organizations.
· H2A There is a significant positive relationship between team cohesion and performance evaluation as well as strategy implementation in organizations.
Purpose Statement
The purpose of this research is to quantitatively identify and analyze the key factors that significantly influence problem-solving approaches, task management, performance evaluation, strategy implementation, goal attainment, and indicators tracking in organizations to examine how it impacts team cohesion.
Emphasis Area and Dissertation Topic
The study area is a Ph.D. in Psychology emphasizing Industrial and Organizational Psychology. The research focus for this project is understanding the impact of team cohesion on performance improvement in the workplace. This topic touches on both the cognitive aspect of emotions and the psychology of leadership. Thus, there is recognition of the physical and mental capacity of the individual and the group as a whole. In essence, the study aims to understand what prompts the attitudes and cultures within a workplace (Gelfand et al., 2017). By looking at the impact of the mental picture of thinking as started either by a behavior, there is recognition of how these elements, in general, affect performance. Behaviors guide the approach to problem-solving and, in the process, involve how a team can coexist hence its task management and completion. At eth same time, it can affect performance evaluation, strategy implementation to goal attaining, and indicators tracking.
Justification for the Research
According to history, human relations and their value concerning attitudes in the workplace and societal etiquette can change with civil rights movements. Societal etiquette allows for appreciation of specific traits or their discrimination and thus can often affect criteria for talent choice. At the same time, it can affect the micro-cultures that grow within an organization. As such, with a positive working environment, it is expected that positive reinforcement and motivation will be supported. On the other hand, if negatively reinforced attitudes are present, there is an expectation that there will be an unconducive environment for the employee to perform well. However, what dictates that which is acceptable within a culture and a social group in a small setting can be affected by the school of thought of the individuals (Riggio, 2017). It is thus essential to understand the psychology behind social change and the development of these environments to devise approaches to proper policy controls and tools of performance appraisals.
Foremost Theorists Associated with Crowd Behaviors and Mass Imitation
Two prominent theorists recognize the potential of similar thinking and mob mentality through the influence of individuals in a group. According to Le Bon Gustavo and Tarde Gabriel, their theories look at the following of mob psychology as instinctual for self-preservation. The fundamentality of the two theorists is in the element that emotions can often steer individuals towards bonding and, thus, similar ways of interactions. A crowd is led easily when there is the benefit of personal preservation and an additional feeling of belonging and safety (Borch & Schiermer, 2021). Characteristically, by looking at the theory, there is an underlying element that points to the organization’s actions in support of specific ways of behavior, affecting how those can be perceived as positive or negative. As a result of the perception, a group can be drawn to behave in specific ways as a result of expected positive outcomes. Thus Borch & Schiermer (2021) analyze the theory and determine that there is a foundational truth that can be deduced from the human need for gratification hence the behavioral change to match it.
Theoretical Framework
For this research, Le Bon’s theoretical framework will benefit the study. According to the theoretical framework, crowd mentality can lead to improbable logic and acceptance of sentiments against personal values. Le Bon suggests that crowd behavior is influenced by the “individuals yielding to perforce that is under restraint”; hence there is the destruction of certain faculties and exaltation of others to a higher degree. Using a cross-cultural reference as a concept that could influence microculture development, keeping the group together has to be motivated by a similar purpose within the workspace. This allows for the recognition of an almost “double life” as individuals become different the further they move from their group. In the end, behaviors stimulating performance are influenced by self-gain (Mutonyi et al., 2020). Therefore, the needs of the majority can supersede personal conditions. With this in mind, if the group vies for better rewards, they will likely be cohesive to complete activities. The theorists are supported by several scientists like Lee et al. (2018), who point to the potential of security as the primary motivator for banding. The theoretical framework thus relates to the research by pointing out external influences on performance. Thus, the impact of team cohesion could be motivated by personal and group needs.
References
Borch, C., & Schiermer, B. (2021). Crowd and Collective Behavior. In Handbook of Classical Sociological Theory (pp. 439-465). Springer, Cham.
Lee, C., Huang, G. H., & Ashford, S. J. (2018). Job insecurity and the changing workplace: Recent developments and the future trends in job insecurity research. Annual Review of Organizational Psychology and Organizational Behavior, 5, 335-359.
Mutonyi, B. R., Slåtten, T., & Lien, G. (2020). Empowering leadership, workgroup cohesiveness, individual learning orientation and individual innovative behavior in the public sector: empirical evidence from Norway. International Journal of Public Leadership, 16(2), 175-197.
Riggio, R. E. (2017). Introduction to industrial/organizational psychology. Routledge.
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