Work Group Performance And Satisfaction At Utp Management Essay

For the purposes of completing on my report about work group, performance and satisfaction, I was selecting my workplace as a organization requirement to evaluate.

My workplace is UTP. Base on references from www.utp.edu.my, Universiti Teknologi PETRONAS (UTP) was established on January 10, 1997. UTP offers a wide range of engineering and technology programmes at undergraduate and postgraduate levels complemented with a strong focus on Research and Development.

Due to assess of performance and satisfaction of a work group, I was selecting one of the UTP’s department which is IT & Multimedia Services Dept. or ITMS. Under ITMS dept, it has sub division called Information Technology and Facilities Operation, named as ITFO. Furthermore, ITFO has 3 work groups which consist of Inventory Management, Deployment & Production and IT Helpdesk & Training. These groups are classified as Formal Groups and characterized as Task Groups. All the said groups have interdependence from each other as illustrated in Figure 1.1.

Figure 1.1: ITFO Work Group: source: UTP ITMS Dept.

1.1 Explanation of work group, performance and satisfaction

Based on reference from Wikipedia.com, the definition of work group is a group of people working together toward a common goal, also known as a working group. Another definition of work group is a group which consists of two or more individual that interacts primarily to share information and to make decision to help each member perform within his or her area of responsibility.

Work group have no need or opportunity to engage in collective work that requires joint effort. So their performance is merely the summation of each group member’s individual contribution. There is no positive synergy that would create an overall level of performance that is greater than sum of the input. (Robbins, 2004)

With regard to Group Behaviour Model which I will elaborate later in this report, can lead members of a group towards developing effective groups where it can improve performance and satisfaction of its members and ensure success of the organisation. Effective groups are groups that have creative ideas, accomplish their tasks and can adapt

to any changes. Group members will be more involved with the group and goals of the organisation. As a manager, he or she need to see and assess the strategies required to develop effective groups in an organisation. Elements that need extra attention are those involving people, organisation and the assigned task/s. A high degree of understanding between the group leader and his/her members also has a positive effect on the performance and satisfaction of group members.

2.0 Five Components of GBM being practices from selected company

Figure 2.1: Group Behaviour Model. Source: Robbins, S.P.(2003)

Group Behavior Model or GBM as illustrated on figure 2.1 are the main components which are influencing to the performance and satisfaction levels of groups. I will explain each components of GBM where the company being practices.

2.1 An external condition is imposed on group

Every work groups is influence by external conditions imposed by outside it. This external conditions include organization’s overall strategy, the structure of authority, formal regulations, resources, employees’ selection process, performance appraisal and reward system, culture and workplace condition.

Organizational Strategy, typically, overall strategy of the organization is usually determined by top management. They have developed the organizational goals and how to achieve these goals. For example, they can direct the organization to reduce costs, improve quality, etc. These strategies can affect the power of the various working groups, particularly in determining the resources needed to carry out from them. For example, termination of contract to IT maintenance vendor and UTP’s employees need to take over. This action will affect the work group which will increase their anxiety and further potential to improve the internal conflict.

The organization has the authority structures that define who reports to whom,

who make decisions, and the types of decisions can be made by individuals or groups. This structure determines where a working group placed in a hierarchical organization, the formal leader of a group, and as well as formal relationships between the groups.

Organization established rules, procedures, policies, job descriptions and other forms formal regulations to standardize the behavior of workers. The more rules formally applied to all workers, the more consistent and predictable behavior from them.

Meanwhile, organization’s resource such as money, time, materials, and other equipment have a major impact on group behavior. Some organizations have a lot of resources on which the employee obtained modern tools and equipment, sufficient and high quality. Organization with limited resources will affected of group activities.

For employee selection process, A member of a work group is also a member of the organisation because the group is a part of the organisation. Accordingly, the criteria employed by the organisation for employee selection purposes will also be used to decide who becomes part of a group.

Another variable that can affect all employees is the performance appraisal and reward system. The company provided specific, challenging and achievable goals. Reward will be given to both individual and groups for their achievement. Since groups are part of a bigger organisation, the behaviour of group members are also influenced by the manner in which organizations appraise a certain task that has been achieved and the kind of behavior that is rewarded.

Each organization has their own culture in which it has defined standard behavior is acceptable and not acceptable to the employee. After a few months joining the organization, most employees will begin to understand the cultural practice in the organization. Group members are also part of the organization must follow dominant cultural practices of the organization although they have their own subculture. Subculture refers to a culture that received only adopted by certain groups within the organization.

Finally, work group behaviour is also influenced by the workplace condition where condition of the workplace as provided by the organisation. Physical layout of employee’s work space, the location of equipment, etc are provided with amicable work environment. All these can simultaneously be obstructions and opportunities for the interaction of work groups.

2.2 Resources for Group Members

Figure 2.2: General resources available to group members

The potential level of achievement of the group is dependent on the resources carried by each member of the group. In this section, we will look at two sources generally highly significant, the ability of self and personality characteristics.

Personal Capability means the knowledge, skills and abilities that exist in an individual. A large part of the group’s performance can be predicted by assessing the knowledge and skills that exist in each of its members. It is true, even though a group of players who are moderate, but because the best coach, team spirit is high, they can finally beat a group of players much better. But this does not always happen. Evidence shows that there is a positive correlation between good interpersonal skills and group achievement. This refers to the management and resolution of conflict, cooperation in problem solving and communication skills. According to the ITFO group members, the manager has been selecting each member following their skill and capability.

Many studies about personality traits have shows that there is a clear relationship between the characteristics personality and attitude and behavior of the group. The properties have a positive relationship with our culture also showed a positive relationship with productivity, morale and closeness or solidarity groups. These features also include features such as easily hang out, take initiative, openness, and flexibility. On the other hand, negative features such as authoritarianism, dominant, and not according to custom (unconventionality) showed a negative relationship with productivity, morale and the closeness of the group. These personality traits affect the performance of the group by the way people interact with other members of the group.

2.3 Group Structure

The working group has a structure that could form the behavior of group members. It also enables the majority of individual behavior and group performance groups described and predicted. The structure of the group include formal leadership, roles, norms, group status, group size, composition and the degree of closeness of the group. (Please refer Appendix for the main Group Structure and function of ITMS dept.)

(a) Formal Leadership

Nearly all work groups have a formal leader. ITMS dept has managers, supervisors, project leader and head of a particular committee such as ITFO. Leaders play an important role in the success of a group.

(b) Roles

Each member of a work group has his/her own role to play with a set of expected behavior patterns accompanying his/her position and responsibilities within the group. It found that, each person of ITFO have more than one role to play at any given time within his/her different groups. Beside of ITFO task, the members from level 2 and 1 (figure 1.1) have their main job such as computer lab administration.

(c) Norms

All groups have established norms. These norms, which strongly influence work behavior was defined as acceptable standards of behavior. An effective work group will establish norms on quality, punctuality, absenteeism, safety, honesty in giving ideas and others.

(d) Group Status

Status is a socially defined position or rank given to groups or group members by others. Awarding of status can influence the behavior of groups. ITFO practicing the title hold of the workgroup’s leaders are depending of staff grade such as grade ST3 in level 2 and ST2 and ST1 at level 1 (figure 1.1).

(e) Group Size

Smaller groups are more productive than larger ones. On the other hand, larger groups deal better with problem solving since more ideas are put forth. ITFO is a small group that consists of 3 to 6 members of each workgroups.

(f) Group Composition

Most group of ITMS and ITFO have their skill and knowledge. When the group consists

of various personalities – gender, age, education level and experiences, the greater the chances are for that group to accomplish its task successfully. Heterogeneous groups are more effective compared with homogeneous ones because they possess more abilities, skills, and information as a result of having members from a variety of backgrounds.

However, it is also worth noting that both heterogeneous and homogeneous groups have their own strengths and weaknesses.

(g) Cohesiveness

ITFO workgroups are differ in their level of cohesiveness, which is the degree of members being attracted to each other and are motivated to stay in the group. For instance, some work groups are cohesive because the members have spent a great deal of time together, the group’s small size facilitates high interaction or the group has experienced external threats, which has resulted in its members becoming very close. Cohesiveness is important since it has proven to be positive towards the productivity of a group.

2.4 Group Processes

Figure 2.3: General resources available to group members

When the working group in which each member contributions are not clear, there is a tendency for individuals to reduce effort. In other words, ‘social loafing’ describes the loss of certain processes as a result the group. However, the processes also can produce results positive such as the group could produce output exceeds input used. Heterogeneous group are potential to generate various creative alternatives. Figure 2.3 and 2.4 illustrated the resource of group members and effects of group process.

Figure 2.4: Effects of group processes. Source: Adapted from Robbins (2003).

2.5 Group Task

Tasks can be classified as either simple or complex. A standard task or routine is usually simple. A complex task is usually unusual as not in the norm and is seldom carried out. With simple or routine, group members simply need to follow the standard procedure in performing the task without the need to discuss the alternatives. Similarly, group members need to interact more often if the degree of task dependency is high. Group performance relies on effective communication and minimum level of conflict among members.

3.0 Evaluation of the 5 components of GBM in UTP organization

All evaluation findings are based on personal interview and observation from the members of the ITFO work group (figure 1.1). The evaluations resulted were obtained without difficulties because selected company is my workplace and I am one of the members of ITFO work group. These are the evaluations findings based on the GBM model:

3.1 An external condition is imposed on group.

a) Organizational Strategy – Overall strategy of the organization is usually determined by top management. They have developed the organizational goals and how to achieve these goals. For example, UTP has reduced costs of operation instead of hired outsource to organized convocation ceremony by build a certain group to handle it. ITFO group is formed to support such event directly.

b) Authority structures – Is defined who reports to whom, who make decisions, and the types of decisions are clearly stated to groups members. This structure was cleared to ITFO to follow hierarchical organization (figure 1.1), the formal leader of a group, and as well as formal relationships between the groups. UTP has established standard rules, procedures, policies, job descriptions and other forms.

c) Formal Regulations – UTP has employee regulation and personal conduct which is cleared to all employees. It’s help to the company to determine group behaviour.

d) Organization’s Resource – It found that, money is the major concern need to pay attention. such as when group request budget which is required from the task like purchase high end computer to accelerate particular job, it always take longer time to approve. Thus, activities of the group will effect.

e) Employee Selection Process – ITFO has selected member to enter the group is within UTP’s staff and recommended by ITMS managers.

f) Performance Appraisal and Reward System. – The UTP management provides specific, challenging and achievable goals such as, become Research University in 2013 and also practiced cleared mention about Performance Appraisal and Reward System. Behavior of group members is influence by the manner in which organizations appraise a certain task that has been achieved and the kind of behavior that is rewarded.

g) Culture. – The ITFO followed the UTP standard culture which has no obstacle to be effective work group. All members are Muslim and also most of UTP Top management. Thus, culture is same among them.

h) Workplace Condition – UTP has provided better and amicable employee’s work environment. The opportunity for the interaction for the all work groups is excellence.

3.2 Resources for Group Members

a) Personal Capability- According to the ITFO group members, the manager has been selecting each member following their skill and capability. For example, group of IT Helpdesk and Training (figure 1.1) is consist of capable members who are able to develop System Helpdesk and maintain. They have strong programming language.

b) Personality Traits – ITFO manager and supervisor which are support level and level 3 (figure 1.1) has determined each members from level 2 and 1 are based on personality trait. For example of some members which have lack of communication skill are not really suitable in Deployment and Production which is required good communication skill to interact outside from the groups.

3.3 Group Structure

(a) Formal Leadership – ITFO Leaders play an important role in the success of a group.

(b) Roles – Each member of a work group has their own role to play with a set of expected behavior patterns accompanying their position and responsibilities within the group. It found that, each person of ITFO have more than one role to play at any given time within their different groups. Beside of ITFO task, the members from level 2 and 1 (figure 1.1) have their main job such as computer lab administration. From the evaluation made, the level acceptance and satisfaction of tasks are moderate.

(c) Norms – In terms of quality, punctuality, absenteeism, safety, honesty in giving ideas and others, it was found the situations of all characteristic is fare, which means there are no big issue arise in the group.

(d) Group Size – It found that, the ITFO group size is acceptable to the tasks requirement.

(e) Group Composition – All group members of ITMS and ITFO have their skill and knowledge. It consists of various personalities – gender, age, education level and experiences. Heterogeneous groups such ITFO IT Helpdesk and Deployment groups are more effective compared with homogeneous such as Inventory Management sub group because they possess more abilities, skills, and information as a result of having members from a variety of backgrounds. However, each group members have their own strengths and weaknesses.

(f) Cohesiveness – It found that, cohesiveness among ITFO is excellence because they interact well each other and the tasks given which is interrelated flows effectively. For example, the IT Helpdesk assigned task such as troubleshoot customer (lecturer) computer problem to the Deployment & Production group. The result found they are easily interacts each other without conflict.

3.4 Group Processes

ITFO work group has formed base on decision made from Support Level and Level 3 in figure 1.1. The main objective is to accelerate and give better IT & Media services to UTP organisation. Based on the result since a year ITFO been established, effectiveness of the work group is still being monitored by ITMS manager. Support level has claimed that, there is positive movement in terms of efficiency of task given. For example, Deployment & Production group (figure 1.1) has given task on migration of new computer laboratory instead of the custodian of the laboratory do their own migration which is consumed longer time and more effort.

3.5 Group Task

Result from the findings, it found, with a simple or routine task, group members did well in term of follow the standard procedure in performing the task without the need to discuss the alternatives such as, how to log user problem in the Helpdesk system or how to install MS Office to the user computer. Similarly, group members have interact more often if the degree of task dependency is high. For example, available version of software like MATLAB can’t be installed to the new OS computer. Thus, ITFO work group (inventory management and Deployment group) need to work together to find alternative and decision have to be made. Group performance of ITFO is having effective communication and minimum level of conflict among members.

4.0 Workgroup’s Performance and Satisfaction

Based on the Group Behavior Model which I was elaborated above, can lead members of a group towards developing effective groups where it can improve performance and satisfaction of its members and ensure success of the organisation.

From the findings, ITFO it closely to be an effective group due to the creative ideas among members, accomplish their tasks and can adapt to any changes such as IT revolution. As a IT manager on Support level in figure 1.1, he was able to see and assess the strategies required to develop effective groups in an organization. For example, he encourages the workgroup’s member to attend suitable training to particular area of their expertise such as inventory management system to the inventory management workgroup.

Nevertheless, the level 3 (figure 1.1) need extra attention in cohesiveness matter to their subordinate group which resulted less cohesiveness. Then, a degree of understanding between the group leader and his/her members is moderate. For example, biasness occurred and favorable practices. If the situation can be eliminate, positive effect on the performance and satisfaction of group members will increase.

5.0 Conclusion and Recommendation to improve performance and satisfaction

From the findings, it concluded that, better GBM approaches from selected company can lead members of a group towards developing effective groups where it can improve performance and satisfaction of its members and ensure success of the organization. External condition imposed on the group such as better performance appraisal and reward system is the most concerned into effectiveness of the work group performance and satisfaction.

These are the three recommendations on how to improve performance & satisfaction from the selected company:

a) The performance appraisal and reward system from the company can be said stated clearly, but the result at the end is not the same of what members group has expected. Thus, misjudge about performance evaluation of the particular group must be eliminate and required accuracy.

b) Cohesiveness of superior and support level 3 (figure 1.1) to their subordinate group members must be strength. According to Robbins (2004) “Cohesiveness is importance because it has been found to be related to the group’s productivity”. To strengthen cohesiveness, the leader must frequently meet group’s member such as conduct meeting twice a month, or involved external activity such as team building and sport event.

c) From the findings, group task of each work group is claimed to be bias from certain member. For example, Deployment & Production work group perceived that their task load is heavy compared to Inventory Management. Thus, leader must clearly state about task segregation and be balanced to each work group’s member due to workgroup productivity and job satisfaction.

Total number of words: 3387

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