A validation result of an empirical research study in measuring team performance under the determine of behavior.

• Author: Giesa, Andreas Michael

1. INTRODUCTION

   The research into the field of Team Performance proposes a selection of Team Performance dimensions. A team should have a mix of competences, i.e., technical skills, problem solving, and interpersonal skills, with the goal to approach and accomplish a high level of team results. However, teams need to have an appropriate level of empowerment to deliver and manage their tasks, including (Hyatt & Ruddy, 1997) proper leadership support and (Moran, 1996) a significant environment with a rewards and recognition system. Furthermore, a dimension of behavior should be included into the research to evaluate the significance of Behavioral Economics in the economic environment and Team Performance (Tesuluk & Vance & Mathieu, 1999). Also included is a definition of each dimension used in and relevant to this study. This research has defined four areas; one focuses on the new innovative behavioral aspect and the others are based on literature findings to measure Team Performance. In total, 12 dimensions are defined, but this publication will be focused on the field behavior:

   1.1 Field Behavior:

   Team Trust is a difficult area. On one hand it is a behavioral topic; on the other, it occurs within a relationship and implies some amount of risk and individual vulnerability. A behavior of trust is initiated in a team when a person believes that the team "... makes a good-faith effort to behave in accordance with any commitments both explicit or implicit ... is honest in whatever negotiations preceded such commitments, and ... does not take advantage of another even when the opportunity is available" (Cummings & Bromiley, 1996). In addition, a trust environment can be developed by people who have shared social norms, shared experiences, and repeated interactions (Balderson & Broderick, 1996). Some studies on the relationship between trust and performance in teams report a link between trust and performance while others do not. For instance, Smith and Barclay found a positive relationship between trusting behaviors and perceived trustworthiness with task performance, using different rationales. In addition, McAllister, in 1995, found a positive relationship between behavioral trust and the assessment of performance. Team Trust will be defined as the degree to which team members believe they can depend on other team member abilities and intentions.

   Team Behavior is a multipart field and therefore often not considered in statistical Team Performance measurements. This research focuses mainly in this area and hypothesis as a key influence in Team Performance. TBE refers to actions or reactions of, i.e., an organism (a person), usually in relation to the environment. TBE can be conscious or subconscious, overt or covert, and voluntary or involuntary. Referring to the literature, team role behavior is measured by the known used Belbin Team Role Self-Perception Inventory (BTRSPI). In addition, other researchers have focused on the team role aspect in behavior by gender (Balderson & Broderick, 1996). Furthermore, Fisher and Macrosson used the childhood family environment to interpret different management team roles in the sense of behavior (Fisher&amp...