Managing Team Performance Essay Example

one or more objectives. A major means of achieving great task when an organization is faced with challenges is to ensure that it’s worker work like a team. In most firms, employees either work as a team or work individually where one person does not pay attention to the next person, which usually brings to a result of the statement ‘me’ or ‘we’ attitude to work place.

To achieve the goals and objection of a firm, there should be a kind of amalgamation between these two entities to achieve an effective team performance Management. Sometimes it may be out of place for a person to work in separation from others in a culture that is team based in achievement of set target. According to Galpin, (1994, p 207), “Without setting of goals, individuals will usually walk without direction, dash around aimlessly from one task to another without actually achieving anything and spend time waiting for someone to give them a task to carry out at every completion of work.

Clear goals permit people to plan well and stay away from confusion. It is important to get individuals motivated in order to ensure that the set goals are met and the objectives of the organization will not fade away. Well motivated personnel trained by a manager, get work done at the right time and as well enjoy the job they do. In performance management, employees who are well motivated only need less management time in performing their duties than those that are less motivated.

Current years have seen the proliferation in the use of computerized systems for business organizations which assist in evaluating

a team performance or individual performance. Usually the result has extremely great assistance in performance management but in most part the mangers are still accountable for performance evaluation and management.

Aims and Objectives of the Report

The aims and objectives of this report are as follows;-

• To carry out analysis of relevant academic literature on team performance management. To scrutinize relevant literatures and theories with regards to it being up to date or the current trend in analysing team performance.
• To present an all-inclusive referenced academic research paper on management of team performance.
• To present a comprehensive recommendations of ‘Managing Team performance’
• To ensure in the report that the research is intended to facilitate a clear cut method of Evaluating Team and individual performance.

Literature Review of Team Performance

Often times, questions are asked if human performance can be managed.

This question is often asked by numerous managers in companies all over the world. Successful mangers by now do know what the answer is as they don’t even ask question rather they go ahead and do the right thing (Galpin 1994). A new reviewed (Martin & Bal, 2006) proposes that managers have a tendency to view teams as a significant component in their firms’ performance. On the other hand, this same study also indicates a general concern expressed by managers of teams and academics reviewing the application of teams in organizations.

The respondent expressed a worry that their teams did not perform very well (Martin & Bal, 2006). It is observed that managers doing well consciously manage the human resource aspect of their business as well as the technical,

operational, and financial aspects; showing a good result at the end of the day (Galpin 1994). Many organizations in carrying out their duties ensure to apply least some team-based work (Hills, 2007; Kozlowski & Bell, 2003), so as to ensure that their objectives are met at a set time.

This definitely implicates that employees of such organizations would have no choice than to work as part of teams (Sonnentag & Volmer, 2010). In addition, many organizations have increased the use of team work in recent years (Miller, 2003). In creating a better team management performance, managers need to influence and inspire their workers to an elevated performance height to attain a definite goal. The improvement of performance on an individual or a team relies on these four steps which are; setting of goals, measuring performance level, providing feedback, and ensuring proper rewards/acknowledgment to employees.

In setting goals, a manager needs to achieve a high performance with his team as without a proper goal been set, team orientation will not focused on appropriate end or product befitting. “Having clear and discrete goals allows individuals to map out a course of action and puts them away from any form of confusion” (Gapin, 1994).

Setting of Goals

According to (Galpin, 1994), “Goal setting is the understandable and concise description of what you are expected to get done in a given period”. Time is necessary in setting goals and it should be properly communicated clearly.

When a set goal is made to be carried out by a team, the team ends up passing through a developmental stage which was suggested by Tuckman and Jensen’s

model, groups (Tuckman, 1965; Tuckman & Jensen, 1977). This was also supported that “Teams are viewed as going through sequentially five developmental stages” (Fulk, H, Bell, R, Bodie 2011) Forming This is the first stage a team goes through once they decide to come together. They converge together to prepare for a set work or target. Introductions of individual and purpose as well as goal are done. Team members get motivated and keen about doing their job to achieve the required results” (Tuckman & Jensen, 1977; Weaver & Farrell, 1997; Whichard & Kees, 2006) During this stage, there may be certain challenges that could affect efficient team member communication, which are indecision, nervousness, low trust of one another, and unwillingness to share ideas and opinions (Fulk, Bell, R, & Bodie 2011). Storming In this second stage, according to (Tuckman, 1965) this could be a moment of conflict and disagreement for the team members.

At this stage differences in terms of information, priorities, and approach to work is identified. Other challenges which may come up include, lack of unity, rivalry over the bearing of the team, who has more influence over an issue, confrontation to interpersonal affiliation. Nevertheless, this is a stage were the team tries to understand their roles which would guide them in carrying out their task. Norming The third stage which is norming, is suggested by (Bonebright, 2010) as the stage. Where the team attains consistency and move take place.

In this stage the team takes a decision based on the set goals. They try to focus is on how to achieve the goals, ensuring to bring resolution on differences, trying

to negotiate with one another, staying away from disagreements over tasks and gradually they begin to act in response to achievement of goals. Performing According to (Tuckman & Jensen 1977) the team is committed to being effective at solving difficulty during this stage”. Team members begin work at the same time, putting the strength towards the achievement of their goals as a focus and becoming more productive as they attain satisfaction. Bonebright, 2010; Tuckman & Jensen, 1977). Adjourning This is the final stage, it emphasizes the conclusion of the team, it focuses on bringing the task to an end. The focus adjusts from a performing stage to experiences, achievement, unhappiness about the end, and parting from one another. The blending of ‘we/me’ is going out of their unity.

Measuring Performance Level

Performance measurement can be for two reasons; which are for management to ascertain when they have achieved their target as a team and it’s a means of tracking the progress of work done. Once there is a clear understanding of what goals are set, measurement gives room to make a decision whether or not these goals have been achieved (Gapin 1994). The team would be able to know if there is an increase team work performance. The ability to track team member’s performance put the team in check.

Providing Feedback From Training

According to (Gapin 1994), “individuals require feedback and training to enable them improve and grow in the job they do. Where there is no feedback, learning comes by chance and becomes stagnated”.

Performance declines when a team stops learning from their previous task and training as there

are often times when managers try to avoid it, and the result becomes a limited benefit of team performance.

Rewards/Acknowledgment to Employees

“Rewards and acknowledgement goes a long way t motivate people to carry out their work effectively. Rewards and acknowledgement are what workers place their focus on as they struggle to realize their goals (Galpin 1994). When people are properly motivated, they get generally happy and create more fun to be around and work without management monitoring and being time efficient.

Managers can rely on employees who show more interest in doing their jobs in a productive manner. Rewards and acknowledgement let individuals know that their hard work is appreciated and this encourages team performance. Rewards and acknowledgement often times create challenges between managers and team members especially when it is observed that managers do not care about the input of these employees. Team performance can be affected by the approach of manager and his inability to be suitably rewarded his employees.

As much as one of the main reason people come to work is to gain wages and salaries. But once they start working and become part of the system, they seek to gain just more than monetary reward. (Gaplin 1994). Praising and acknowledging a worker perforce allows him to contribute more towards the goals and objectives of the organization.

Findings

Several researchers have come up with different suggestions and conclusions on The Management of Performance of Team and individuals in the context of Human Resources Administration.

Some of these finding and literatures have been applied in this report. As a result of these, one has

been able to appreciate what can improve a team’s performance and how this growth can be measured. These findings are from Academic Journals, book, Web site, and scholarly articles used to collate the literature review of managing performances of individuals and team. It was established from my findings that working as a team creates benefits and problems. Nevertheless, Management of performances has a lot to do with the managers, the workers, the organization’s culture and regulations.

Based on the regulations in terms of policies, it is observed that high job performances are more effective when there is a reward program for team members. Rewards and compensations drive an individual’s performance towards an effective job to be done. Productivity is low when team management is not effective as a result of in-effective managers. Managers, who teach, communicate and interrelate with the members of a team working for them will get better feedbacks and can perform better in managing performance.

Critical Anaysis of Managing Team Performance

The activities of the Human Resources are so much and as it spreads wide in an organization, it covers from recruitment of personnel, management of employee relations and resolving conflicts, training of personnel, pay roll management, assessing and managing team and individual performance for the intention of achieving organizational goals and objectives. Managing all these resources in the many rapid growing economies of the world especially in the global economy in recent times are faced with many challenges.

According to Bohlander & Snell (2007, p,4) previously, observers became worried that machines might one day eradicate the call for people at work, but in actual sense, the reverse

has been the case. McDonald’s Inside the string of the fast food business, constancy is fixed and preserved; no matter which country or region a person finds himself, all McDonalds’ branch carry out the same functions and activities or operates in the same way in all feature be it preparation of food procedure, cleaning of outlet, staff promotion and time closure for business.

They are able through effective team performance management, successfully deliver nice-looking meal and reliable services all through a variety of countries in the world of which has made McDonalds to be seen as a highly renowned and organized large fast food outlet in the world (Peters and Waterman 1982, p. 173-174). People are very important resources in today’s organizations unlike what it used to be before. The term human resources involve the human capabilities which drive performance in an organizational (alongside other resources).

Bohlander & Snell (2007, p, 4) “Successful organisations are mainly skilful at bringing collectively different kinds of individuals to accomplish a general function. This is the spirit of Human resources management” Bohlander & Snell (2007, p, 4). Forming a group to carry out precise task in organisation is the sole duty of human resources and different mangers. Based on team management, the performance of a team is either to modify the company for good. A manager gets the rewards once his team performs better.

The manager has the responsibility to manage team performance, but the reward and result is for the benefit of the organisation. “A major challenge for a manager in assigning people to a project team work is to assess their prospective for helping

the team realize high performance” (Ray, Ezra & Bill 2004). According to (Ray, Ezra & Bill 2004), a key determinant of team performance is the competence to access an extensive variety of the information resources, or viewpoint that are dispersed all through an organisation, a manager or team leader would require to make the most of such span of access.

In recruiting personnel for a team, a manager must be familiar with the factors that bound his or her ability to influence the teams’ demographic composition (Ray, Ezra & Bill 2004). Most times performance standards are considered conveying benchmark using an entire number to keep count of performance which was not applied in this report. Various articles, journals, and books were used to deduce how job performance could be managed and evaluated.

Dunnes Stores

I once worked with the company which is located in Dublin, as we are challenged by a situation where by my team was asked to curb down stealing in the grocery department. Putting the team together was intended to facilitate communication between managers/supervisors and employees to address previous poor work performance in my department. We got the job done as team rather than individual trying to do it by ourselves. Dunnes, was a departmental store in Dublin. There are two sections, The Clothing and The Grocery.

I worked at the grocery department where we are challenged by high rate of theft by customers. Under my manager, a team was put together and was challenge to put an end to the problem. By proper training in communication, observation, reporting, and working with the customer service department, we are

able to deliver. We realised that the reason the problem emerged was based on poor management and lack of Team performance. My unit the check out team, worked together under an outstanding manager.

Team management and team performance are based on what the manager and team work out to do as related to the goals and objectives of an organisation or department. Because our manager, communicate well with us, we set goals for ourselves and pay attention to why the tea was put together and with proper training we got the job done.

Recommendations

Management and Human resources departments of any organisation should ensure to follow up in event of any challenge facing team performance and team management. People and Team members should always show commitment to team work and performance.  Management of every organization should be able to carry out performance evaluation from time to time. There should always be a positive relationship between team members and managers at all times as this strengthens the employee as well as increases performance in the organization. Human resources department must review team and individual evaluations regularly to make changes. Human resources must encourage compensations and motivations for good performance by individuals and team. Workers must be encouraged in participating in team and individual evaluation. Managers must set goals and critical time in achieving the goals.

Conclusions

Conclusively, it is significant that in trying to assess the various literatures on how effective it is in recent time on team performance management, one should ensure appropriate evaluation of diverse literatures as well as theories to assist ascertain the practical state of affairs of

every organization. Team performance requires being efficient in order for company and organisation to remain competitive in the market.

Performance management has it responsibility lying in the hands of managers and Human resources department therefore they must effectively focus on setting goals and objectives that will give in results. There has to be proper communication amongst team members as this is important to ensure effectiveness. Human resources must structure a team that is balance and encourage respect for workers. Feedback is also key to motivation and requirement for change.

References/ Bibliography

1. Armstrong, M. & Baron, A. (2005) Managing performance: Performance management in action 1st edition.
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5. Bonebright, D. A. (2010). 40 years of storming: A historical review of Tuckman’s model of small group development. Human Resource Development International, 13(1), 111-120.
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at:http://www. ccl. org/leadership/pdf/research/StateOfTeams. pdf (viewed, 11 February 2012)