Teams are ubiquitous in today’s world of work. Unfortunately, in many cases, teams do not live up to their promise and instead lead to disappointing results. In this installation of human performance, we discuss how to design and implement performance management systems that involve a good combination of both” me” and” we” considerations. We offer the following research-based recommendations: (1) use measures of individual and team performance, (2) use measures of processes and outcomes, (3) … Read more »

Teams are ubiquitous in today’s world of work. Unfortunately, in many cases, teams do not live up to their promise and instead lead to disappointing results. In this installation of human performance, we discuss how to design and implement performance management systems that involve a good combination of both” me” and” we” considerations. We offer the following research-based recommendations: (1) use measures of individual and team performance, (2) use measures of processes and outcomes, (3) to develop indicators on the input from inside and outside the team, (4) reward the performance information using sources inside and outside the team, (5) foster team learning and development, and (6) both individual and team performance. We discuss implementation guidelines for each of these recommendations in order to maximize individual and team performance and to achieve alignment of individual, team and organizational goals. Implement performance management systems in accordance with our recommendations to help organizations turn teams in an inimitable and sustainable source of competitive advantage human capital advantage.
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from
Herman Aguinis,
Ryan K. Gottfredson,
Harry Joo
Source: Business Horizons
10 pages.
Release Date: 15, July 2013. Prod #: BH548-PDF-ENG
Avoiding a “me” vs. “we” dilemma: Using Performance Management teams into a source of competitive advantage HBR case SOLUTION