RELATIONS BETWEEN WORK TEAM CHARACTERISTICS AND EFFECTIVENESS: A REPLICATION AND EXTENSION

TLDR

Prior research has shown that work team characteristics are related to team effectiveness. This study replicates that finding in a financial services setting, using professional knowledge workers, varied effectiveness measures, and teams differing in team identity. Data were collected from 357 employees and 93 managers across 60 teams, with team characteristics assessed via questionnaires and effectiveness measured through multiple manager and employee judgments and archival records. The results replicated earlier findings, revealing that most team characteristics predict effectiveness, with process characteristics showing the strongest relationships, and teams with higher single‑team identity achieving better outcomes across many measures.

Abstract

Previous research has demonstrated that work team characteristics can be related to effectiveness (Campion, Medsker, & Higgs, 1993). This study provides a replication with professional knowledge worker jobs, different measures of effectiveness, and work units that varied in the degree to which members identified as a team. Data were collected from 357 employees, 93 managers, and archival records for 60 teams in a financial services organization. Team characteristics were measured with questionnaires completed by employees and managers. Effectiveness measures included immediate manager judgments at two points in time, senior and peer manager judgments, employee judgments, and archival records of employee satisfaction and performance appraisals. Results were similar to previous findings in that most team characteristics were related to most effectiveness criteria. Relationships were strongest for process characteristics, followed by job design, context, interdependence, and other characteristics. Further, work units higher on single‐team identity were higher on many team characteristics and effectiveness measures.