The impact of team based performance management on team effectiveness in the Irish health service: assessing the intervening roles of team empowerment and time / [thesis] by John Brehony

Hdl Handle:
http://hdl.handle.net/10147/71017
Title:
The impact of team based performance management on team effectiveness in the Irish health service: assessing the intervening roles of team empowerment and time / [thesis] by John Brehony
Authors:
Brehony, John
Affiliation:
Health Service Executive (HSE)
Publisher:
University of Leicester
Issue Date:
Aug-2008
URI:
http://hdl.handle.net/10147/71017
Item Type:
Thesis
Language:
en
Description:
The primary aim of this study is to gain a better understanding of the manner in which team based performance management (TBPM) influences team effectiveness by exploring the extent to, and the manner in, which team empowerment mediates that relationship. It further seeks to examine whether team leaders and team members hold different perceptions and what impact the passage of time might have on those perceptions. A sample of the population in the research organisation that was using TBPM was surveyed by means of a self-completion postal questionnaire. A cross-sectional research design was chosen and a quantitative methodology adopted. The survey was conducted over a one-month period from 23rd June to 23rd July 2008. The findings to the three research questions are as follows: 1. Team empowerment was found to partially mediate the relationship between TBPM and team effectiveness, suggesting that other mediating forces may be at play. Further analysis identified the process characteristics of TBPM as being more influential than the design or contextual characteristics. The lack of a statistically significant effect by the design characteristics was unexpected and requires further study. 2. The study tested for differences in the perceptions of team leaders and team members and found no statistically significant effects. The examination of M.Sc. in HRD and PM John Brehony, Student No. 069016673 - ii - perceptions by persons occupying different roles in teams is an under-explored area. 3. More attention is now being paid to the temporal dynamics of teams. This study tested for differences in perceptions of respondents with different lengths of experience in using TBPM. It did not find any statistically significant effects. The headline findings of this research, consistent with the conceptual framework for this study, show that TBPM is positively associated with both team effectiveness and team empowerment, and the latter is the generative mechanism through which TBPM largely affects team effectiveness. In doing so the study contributes to the literature by linking not only performance management with team effectiveness, but also team empowerment as an important mediating variable in that relationship.
Keywords:
TEAM WORK; HEALTH SERVICES AND THEIR MANAGEMENT; PERFORMANCE MONITORING

Full metadata record

DC FieldValue Language
dc.contributor.authorBrehony, John-
dc.date.accessioned2009-06-19T13:47:11Z-
dc.date.available2009-06-19T13:47:11Z-
dc.date.issued2008-08-
dc.identifier.urihttp://hdl.handle.net/10147/71017-
dc.descriptionThe primary aim of this study is to gain a better understanding of the manner in which team based performance management (TBPM) influences team effectiveness by exploring the extent to, and the manner in, which team empowerment mediates that relationship. It further seeks to examine whether team leaders and team members hold different perceptions and what impact the passage of time might have on those perceptions. A sample of the population in the research organisation that was using TBPM was surveyed by means of a self-completion postal questionnaire. A cross-sectional research design was chosen and a quantitative methodology adopted. The survey was conducted over a one-month period from 23rd June to 23rd July 2008. The findings to the three research questions are as follows: 1. Team empowerment was found to partially mediate the relationship between TBPM and team effectiveness, suggesting that other mediating forces may be at play. Further analysis identified the process characteristics of TBPM as being more influential than the design or contextual characteristics. The lack of a statistically significant effect by the design characteristics was unexpected and requires further study. 2. The study tested for differences in the perceptions of team leaders and team members and found no statistically significant effects. The examination of M.Sc. in HRD and PM John Brehony, Student No. 069016673 - ii - perceptions by persons occupying different roles in teams is an under-explored area. 3. More attention is now being paid to the temporal dynamics of teams. This study tested for differences in perceptions of respondents with different lengths of experience in using TBPM. It did not find any statistically significant effects. The headline findings of this research, consistent with the conceptual framework for this study, show that TBPM is positively associated with both team effectiveness and team empowerment, and the latter is the generative mechanism through which TBPM largely affects team effectiveness. In doing so the study contributes to the literature by linking not only performance management with team effectiveness, but also team empowerment as an important mediating variable in that relationship.en
dc.language.isoenen
dc.publisherUniversity of Leicesteren
dc.subjectTEAM WORKen
dc.subjectHEALTH SERVICES AND THEIR MANAGEMENTen
dc.subjectPERFORMANCE MONITORINGen
dc.titleThe impact of team based performance management on team effectiveness in the Irish health service: assessing the intervening roles of team empowerment and time / [thesis] by John Brehonyen
dc.typeThesisen
dc.contributor.departmentHealth Service Executive (HSE)en
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