000			03497cam a2200397 4500500
005			20250125131329.0
041			_afre
042			_adc
100	1	0	_aAubé, Caroline _eauthor
700	1	0	_a Rousseau, Vanessa _eauthor
700	1	0	_a Savoie, André _eauthor
245	0	0	_aLes interventions régulatrices groupales et le rendement des équipes de travail : un modèle théorique
260			_c2006.
500			_a6
520			_aGROUP REGULATING INTERVENTIONS AND TEAM PERFORMANCE : A THEORETICAL MODEL These days, the effectiveness of work teams is of critical importance to organizational success. However, interventions that improve the effectiveness of this type of group in organizations are not sufficiently documented on a scientific level. In order to contribute to the advance of knowledge in this domain of research, the main goal of this paper is to present an “ input → process → output ” model concerning group regulating interventions (GRI), namely common goal setting, collective feedback transmission, and group reward allocation. This model is based on an integration of the theoretical and empirical literature concerning these three interventions. In the model, the use versus the non-use of the three GRI, their quality (i.e., their individual characteristics) and the interaction effects between these interventions correspond to the inputs. Team performance, for its part, is the output. In this respect, team performance corresponds essentially to productivity, the quality of the work, respect for deadlines and the reduction of production costs. Furthermore, the model indicates that the level of task interdependence moderates the relationships between each of the GRI and team performance. Task interdependence is the extent to which team-mates are dependent upon one for the efficient performance of their job. More specifically, the level of task interdependence is expected to influence the strength of the relationships between each of the GRI and team performance. When the level of task interdependence is low, the relationships between these phenomena are lower than when the level of task interdependence is high. Moreover, the mediating processes include the development of strategies, effort invested, and co-operation among team-mates. These variables explain how the GRI influence team performance. In other words, when GRI of quality are used by the immediate superior of a team, team-mates spend more time developing work strategies, invest more effort in their tasks and co-operate more among themselves. In return, these three types of behavior improve team performance. Finally, this article takes stock of existing knowledge about this research domain, points out recommendations for future studies, and highlights the practical repercussions of the model.
690			_aFeed-back
690			_aInterdépendance
690			_aRécompense
690			_aObjectif
690			_aStratégie
690			_aCoopération
690			_aEffort
690			_aÉquipe de travail
690			_aRendement.
690			_aCo-operation
690			_aWork team
690			_aFeedback
690			_aStrategy
690			_aInterdependence
690			_aGoal
690			_aReward
690			_aPerformance.
690			_aEffort
786	0		_nLe travail humain | 69 | 3 | 2006-09-01 | p. 269-294 | 0041-1868
856	4	1	_uhttps://shs.cairn.info/revue-le-travail-humain-2006-3-page-269?lang=fr&redirect-ssocas=7080
999			_c991285 _d991285