The performance and success of any group activities depend on various factors. Based on the conditions and type of work performed, different results can be achieved, and some criteria are significant and affect productivity. The status of employees and the size of the group are those indicators that should be taken into account when evaluating group work. Also, coherence and support in the team form a corporate spirit and help workers to achieve their goals faster and better. These factors largely affect the productivity of employees and can play an essential role in the process of studying the characteristics of personnel activities in any organization.
Influence of Status and Size on Group Performance
When considering the collective as a single mechanism that works to achieve its goals and obeys the general principles of leadership, it can be noted that even in such a system there may be distinctive features. In particular, the status of some employees, that is, their position among colleagues can play a crucial role. According to Kilduff, Willer, and Anderson (2016), “status hierarchies are agreed-upon among group members” (p. 373).
In other words, all those positions that are in the team are usually coordinated among employees and approved by the top management. This approach makes it possible to exclude any contradictions caused by the disagreement of certain people and follow the indicated course of work. This principle of the labor organization has a positive effect on productivity since the distribution of duties in accordance with positions allows monitoring all areas of work and enables leaders to control colleagues and adjust their activities if necessary.
Another parameter to consider is the size of a particular group. As Boehm et al. (2014) note, this criterion has a positive effect on productivity in case all employees without exception tend to maintain a favorable microclimate. Certainly, cultural diversity in a group can create problems if there is no mutual understanding among colleagues. Nevertheless, if employees follow the principles of corporate policy and do not violate established rules of work, the large size of the team can be a positive factor for achieving success and demonstrating good results.
Impact of Cohesiveness and Diversity on Group Effectiveness
Team cohesiveness is one of the essential factors determining the success of the whole group. If there are no conflicts among colleagues and all the employees are satisfied with their working conditions, it is an indicator of successful leadership and the right course of work. Even despite such a criterion as diversity, high indicators can be maintained. According to Seong, Kristof-Brown, Park, Hong, and Shin (2015), gender, age, work experience, and education will not be a hindrance to achieving the goals set if each member of the team understands the importance of his or her role. Team cohesiveness is provided by all participants in the work process, and a proper understanding of the individual’s role in the group is a step towards achieving high effectiveness.
Status and size can play a crucial role in group performance if these criteria do not contradict the principles of corporate work and contribute to maintaining a positive microclimate in the team. Cohesiveness and support are important factors that help personnel to achieve set goals and not to participate in conflicts. Good management gives an opportunity to provide mutual understanding among colleagues, regardless of the size of the group or its diversity.
Boehm, S. A., Dwertmann, D. J., Kunze, F., Michaelis, B., Parks, K. M., & McDonald, D. P. (2014). Expanding insights on the diversity climate-performance link: The role of workgroup discrimination and group size. Human Resource Management, 53(3), 379-402.
Kilduff, G. J., Willer, R., & Anderson, C. (2016). Hierarchy and its discontents: Status disagreement leads to withdrawal of contribution and lower group performance. Organization Science, 27(2), 373-390.
Seong, J. Y., Kristof-Brown, A. L., Park, W. W., Hong, D. S., & Shin, Y. (2015). Person-group fit: Diversity antecedents, proximal outcomes, and performance at the group level. Journal of Management, 41(4), 1184-1213.