Independent Contractors – Team Work and Performance Management
Independent Contractors – Team Work and Performance Management

Independent Contractors – Team Work and Performance Management

Available Only on StudyHippo
  • Pages: 2 (974 words)
  • Published: June 23, 2018
Text preview

Independent Contractors – Team work and Performance Management Many organizations are open to various ways of acquiring resources for their projects; using existing employees, hiring new employees, hiring contract resources or perhaps outsource part or the entire project. Right resources are not always available to the PM within the organization and will often look to hire from outside. Moore (2007, p. ) informed that globalization, advances in communication and technology, and many baby boomers entering retirement age are some of the reasons why organizations do prefer to use independent contract resources especially for specific projects or certain organizational challenges. A PM acquires team members for a project; builds and develops shared goals, trust, interdependence, commitment and accountability among them to create a cohesive team that can achieve project goals. Trending use of independent resources has the following impact on team building; ?

Takes time to build trust and gain mutual understanding with other team members who are company employees: Newly acquired independent contractors on a project are often not familiar with organization policies and project team members they are working with. Time will be needed to create and develop friendship with others, build trust and have mutual understanding with other team members. Unlike employees within the organization whom may have worked with other team members from previous projects or have a relationship with them from other organizational activities, a hired independent contractor will have to find the route to establishing one.

Team building may take place slowly and difficult depending on be

...

havioural disposition. ? Independent resources feel isolated and not seen as a member of the organization – reducing commitment: From my experience, hired independent resources are excluded from some project meetings, not paid overtime for extra hour worked, and sometimes not treated like team mates by organizational employees. Building a cohesive team is almost difficult if some team members are not carried along – their commitment to team work may not exist. Excluded from accessing vital project information: Despite the fact that project managers want hired contractors to work with other team members seamlessly, they do not want them to have certain information because ideally “they are not part of the team” Barley & Kunda (2004). This notion or action could exclude independent resources from getting along well with the project team since they are aware they are deliberately shut off or starved of necessary information to work with. Focussed on their personal ambitions and may not be interested in team work: Hired independent contractors see themselves as very valuable people due to the skills they possess and many of them have personal ambitions on just delivering on what they were asked to do solely, not working as team to achieve success together. Often times, they work alone to achieve results so they will remain relevant to the project superior to others. Such actions hinder team building and diminish interdependence that is vital in a cohesive and high performing team.

There is less control of their activities and how they want it done (Dunlap & Girvin 2009, p. 14) ? Envy from employees who think they earn less: Often times, hired contractor

View entire sample
Join StudyHippo to see entire essay
View entire sample
Join StudyHippo to see entire essay

earn far more than organization employees for same work they do on a project. Although some company employees may not be ignorant of the reason why they earn more, they feel bad and disheartened that they do not have such opportunities to have a higher pay. This feeling will not help in developing interdependence and commitment to one another as expected from an effective team building.

Other team members would not provide necessary support to them, saying “this is what they are paid”. Impacts suggested above will result in poor team work and performance. When team building, PM should be careful not to apply the “Apollo Syndrome”. According to Guest (2011), research has shown that individual over-performers in a team perform poorly compared to a team filled with talented individuals that are willing to work together. Hence, performance management will be essential to instil motivation and shared goals among team members than individual performance.

Independent contractors should see themselves as part of the team and that sharing information and putting efforts together with other team members does not diminish the importance of their skills to the project. Williams (2006) suggested team performance can be managed by providing a basis for learning, coaching and development for the team, but this may prove very difficult for independent contractors that are needed for short duration and pushed to deliver right away on the project. Klein et al (2009, p. 83) citing a research by Applebaum & Batt (1994), concluded that organizational performance in terms of efficiency and quality is improved with a team-based work but such a team must be supported, nurtured and developed. References: Barley, S. R. & Kunda, G. (2004) ‘Gurus, Hired Guns and Warm Bodies’ [Online]. New Jersey; Princeton University Press. Available from: http://books. google. com/books? id=nWWAGnBDzJE (Accessed: November 19, 2011) Dunlap, M. & Girvin, D. M. (2009) ‘Independent Contractor or Employee’, University of Liverpool [Online]. Journal of Financial Planning; p. 14-15. Available from: http://ehis. bscohost. com. ezproxy. liv. ac. uk/ehost/ (Accessed: November 19, 2011) Guest, D. (2011) ‘Increasing Productivity through Team Building & Performance Management Work’ [Online]. Available from: http://www. davidguest. com. au/articles/team/how-team-building-performance-management-work-together-to-increase-productivity/ (Accessed: November 19, 2011) Klein, C. , DiazGranados, D. , Salas, E. , Le, H. , Burke, C. S. , Lyons, R. , Goodwin, G. F. (2009) ‘Does Team Building Work? ’, University of Liverpool [Online]. Small Group Research, SAGE Journal Online; Vol. 40 Issue 2, p. 181-222. Available from: http://sgr. agepub. com. ezproxy. liv. ac. uk/content/40/2/181. full. pdf+html (Accessed: November 19, 2011) Moore, A. (2007) ‘The Talent Shift: Align Your Business with the Future, Now’ [Online] Human Capital Institute White Paper, p. 1-9. Available from: https://elearning. uol. ohecampus. com/bbcswebdav/xid-491473_4 (Accessed: November 19, 2011) Williams, M. (2006) ‘Mastering Leadership’, University of Liverpool [Online] p. 132-146 London: Thorogood Publishing. Available from: http://site. ebrary. com. ezproxy. liv. ac. uk/lib/liverpool/docDetail. action? docID=10141072 (Accessed: November 19, 2011) Best regards, GP Usino

View entire sample
Join StudyHippo to see entire essay