Managing Individual Performance

Managing Individual Performance

Work teams are vital to many companies' work structure. Some companies' success relies on excellence in team performance. A high performing team is well designed in its selection, development and management. While there is no perfect formula or recipe for the best possible team, there are guidelines or criteria by which a team leader can select the team members. In identifying strategies to be used to develop the most effective teams, Nurick (1993) suggests that informed selection, skill development, conflict management and leadership appreciation are crucial in the foundation of team development. Interpersonal skills are important when considering potential team members. Since in most cases teams are assembled based on individual technical expertise, team members must be open and tolerant to receiving new information. They need to be able to have an appreciation for a variety of perspectives. These interpersonal skills will be valuable in minimizing team conflict and supporting the need for mutual respect. Fowler points out that a team's "members should have a variety of personal styles in order to fill the different roles that are involved in effective teamworking." (Fowler, 1995. Specifically, the following skills and talents should be represented in an effective team: good listening and communication, especially active listening; assertiveness; collaboration; innovation; willingness to expand beyond status quo, and a positive attitude.

Many companies today use the MBTI (Myers-Briggs Type Indicator) to help understand the relationship between various personality types. Employees can better understand how they process experiences based on their personality makeup. Managers, using the MBTI in team development can better appreciate what motivates different types of employees and may predict performance. According to Gardner and Martinko (1996):

Psychological type theory proposes that people have preferred modes of perception (sensing [S]/intuition [N]) and judgement (thinking [T]/feeling [F]) as well as "attitudes" which reflect their orientation of energy (extraversion [E] and introversion [I]), and their orientation toward the outer world (judging [J], perceiving [P]). (Gardner & Martinko, 1996, p.46)

Personality type can be a helpful indicator of the potential strengths and weaknesses of employees within a working environment. How an employee derives his or her energy helps to understand whether he or she is an extravert (E) or introvert (I). Extraverts typically enjoy interacting with others, likes variety and action, developing ideas, and learning new tasks by doing and talking. Authors Opt and Loffredo (2003) suggest that extraverts are often better communicators, exhibiting more qualities of dominance, openness, and relaxedness in their communication styles.

Introverts prefer to focus on the inner world of ideas and concepts. This translates to the work environment by the introvert preferring to focus on a project or task. They develop ideas internally, and thrive on working alone with no interruptions. Learning occurs by reading and reflecting on the task.

How employees take in information determines whether they lean more toward intuitiveness (N) or sensing (S). People who rely more on intuition follow inspiration and prefers, rather than avoids change. They like to find the meaning in tasks, while people who tend to be more "sensing" prefer to find a more realistic and useful perspective. They focus on immediate issues, while the intuition-driven people will take longer to work on a projects, fine-tuning process.

The processing of information or drawing conclusions about that which one has observed can be categorized into either thinking (T) or feeling (F). Thinking people prefer to use logical analysis in understanding issues related to decision-making. They are better at affirming others' thoughts and can provide constructive criticism. Feeling people tend to focus more on others' interactions. Values are important in reflection when making a decision. Feeling employees are empathetic, striving for harmony and support among colleagues.

How people manage their day-to-day lifestyle, professionally and personally, can be determined by whether they are judging (J) or perceiving (P). The response to the external world for judging people includes needing a work plan or structure to follow. In order to be more efficient and timely at work completion, judging people prefer to make quick, decisive decisions. The perceiving people prefer to have fewer restrictions and schedules in their work. Spontaneity and flexibility are also favorable.

In addition to understanding personalities, appreciating what motivates employees can refine management styles. Abraham Maslow (Maslow, Frager & Fadiman, 1987) described human motivation as a quest to meet basic needs, which he organized hierarchically. Within the hierarchy, the lowest level unmet need determines motivation. Once gratification of a need is secured, the next higher unmet need dominates, and the search for its gratification organizes further human behavior. The lowest need level is physiological. The most fundamental human needs of food, water, sleep, touch, shelter, sex and exercise are required. Hayhoe (2004) describes that in translating these needs to "job-market terms, we must be compensated adequately to house, feed, and clothe ourselves and our families, and we must believe that our work situation is relatively stable" (p. 181). The second level is the safety level of need. This includes needing security, stability and freedom from fears and anxiety. The third level is the belongingness and love need. This describes the human need to give and receive affection and needing to relate to other people, family and friends. The fourth level is the esteem level. This relates to the human need for achievement, recognition, appreciation, status and mastery. The highest level of need is self-actualization. This need is met by meeting one's highest human potential. Because human potential is unique to the individual, self-actualization is expressed uniquely.

During team member selection, knowing what motivates the team members as related to what the manager is able to offer as motivation, can ease the decision-making process. One would ideally select a member who strives for the higher needs. However, sometimes within a changing work environment such as layoffs and globalization, the lower level needs may be threatened and require more focus from the employee. (Hayhoe, 2004).

Because the team choice in the simulation is for a volunteer organization within a company, the team members are more

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