Group membership salience and task performance

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Group membership salience and task performance. / van Dick, Rolf; Stellmacher, Jost; Wagner, Ulrich; Lemmer, Gunnar; Tissington, Patrick A.

In: Journal of Managerial Psychology, Vol. 24, No. 7, 07.2009, p. 609-626.

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van Dick, R, Stellmacher, J, Wagner, U, Lemmer, G & Tissington, PA 2009, 'Group membership salience and task performance' Journal of Managerial Psychology, vol. 24, no. 7, pp. 609-626. https://doi.org/10.1108/02683940910989011

APA

van Dick, R., Stellmacher, J., Wagner, U., Lemmer, G., & Tissington, P. A. (2009). Group membership salience and task performance. Journal of Managerial Psychology, 24(7), 609-626. https://doi.org/10.1108/02683940910989011

Vancouver

van Dick R, Stellmacher J, Wagner U, Lemmer G, Tissington PA. Group membership salience and task performance. Journal of Managerial Psychology. 2009 Jul;24(7):609-626. https://doi.org/10.1108/02683940910989011

Author

van Dick, Rolf ; Stellmacher, Jost ; Wagner, Ulrich ; Lemmer, Gunnar ; Tissington, Patrick A. / Group membership salience and task performance. In: Journal of Managerial Psychology. 2009 ; Vol. 24, No. 7. pp. 609-626.

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@article{e043a2f575974833979ce70a3fa30349,
title = "Group membership salience and task performance",
abstract = "Purpose – Social loafing is described in the literature as a frequent problem reducing individuals' performance when working in groups. This paper aims to utilize the social identity approach and proposes that under conditions of heightened group salience social loafing can be reduced and turned into social laboring (i.e. increased performance). Design/methodology/approach – Two experimental studies are conducted to examine the impact of participant's group membership salience on task performance. In Study 1, school teachers work either in coactive or in collective working conditions on brainstorming tasks. In Study 2, participants perform both a brainstorming task and a motor task. Findings – The results show social laboring effects. As predicted, participants in the high salient group conditions outperform participants in the low salient group conditions and the coactive individual condition. Practical implications – The results indicate that rather than individuating group members or tasks to overcome social loafing, managers can increase group performance by focusing on group members' perceptions of their groups as important and salient. Originality/value – The studies presented in this paper show that social identity theory and self categorization theory can fruitfully be applied to the field of group performance. The message of these studies for applied settings is that collective work in groups must not necessarily negatively impact performance, i.e. social loafing. By heightening the salience of group memberships groups can even outperform coactively working individuals.",
keywords = "group work, individual behaviour, social dynamics",
author = "{van Dick}, Rolf and Jost Stellmacher and Ulrich Wagner and Gunnar Lemmer and Tissington, {Patrick A.}",
year = "2009",
month = "7",
doi = "10.1108/02683940910989011",
language = "English",
volume = "24",
pages = "609--626",
journal = "Journal of Managerial Psychology",
issn = "0268-3946",
publisher = "Emerald Group Publishing Ltd.",
number = "7",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - Group membership salience and task performance

AU - van Dick, Rolf

AU - Stellmacher, Jost

AU - Wagner, Ulrich

AU - Lemmer, Gunnar

AU - Tissington, Patrick A.

PY - 2009/7

Y1 - 2009/7

N2 - Purpose – Social loafing is described in the literature as a frequent problem reducing individuals' performance when working in groups. This paper aims to utilize the social identity approach and proposes that under conditions of heightened group salience social loafing can be reduced and turned into social laboring (i.e. increased performance). Design/methodology/approach – Two experimental studies are conducted to examine the impact of participant's group membership salience on task performance. In Study 1, school teachers work either in coactive or in collective working conditions on brainstorming tasks. In Study 2, participants perform both a brainstorming task and a motor task. Findings – The results show social laboring effects. As predicted, participants in the high salient group conditions outperform participants in the low salient group conditions and the coactive individual condition. Practical implications – The results indicate that rather than individuating group members or tasks to overcome social loafing, managers can increase group performance by focusing on group members' perceptions of their groups as important and salient. Originality/value – The studies presented in this paper show that social identity theory and self categorization theory can fruitfully be applied to the field of group performance. The message of these studies for applied settings is that collective work in groups must not necessarily negatively impact performance, i.e. social loafing. By heightening the salience of group memberships groups can even outperform coactively working individuals.

AB - Purpose – Social loafing is described in the literature as a frequent problem reducing individuals' performance when working in groups. This paper aims to utilize the social identity approach and proposes that under conditions of heightened group salience social loafing can be reduced and turned into social laboring (i.e. increased performance). Design/methodology/approach – Two experimental studies are conducted to examine the impact of participant's group membership salience on task performance. In Study 1, school teachers work either in coactive or in collective working conditions on brainstorming tasks. In Study 2, participants perform both a brainstorming task and a motor task. Findings – The results show social laboring effects. As predicted, participants in the high salient group conditions outperform participants in the low salient group conditions and the coactive individual condition. Practical implications – The results indicate that rather than individuating group members or tasks to overcome social loafing, managers can increase group performance by focusing on group members' perceptions of their groups as important and salient. Originality/value – The studies presented in this paper show that social identity theory and self categorization theory can fruitfully be applied to the field of group performance. The message of these studies for applied settings is that collective work in groups must not necessarily negatively impact performance, i.e. social loafing. By heightening the salience of group memberships groups can even outperform coactively working individuals.

KW - group work

KW - individual behaviour

KW - social dynamics

UR - http://www.scopus.com/inward/record.url?scp=70349547882&partnerID=8YFLogxK

UR - http://www.emeraldinsight.com/journals.htm?issn=0268-3946&volume=24&issue=7&articleid=1811691

U2 - 10.1108/02683940910989011

DO - 10.1108/02683940910989011

M3 - Article

VL - 24

SP - 609

EP - 626

JO - Journal of Managerial Psychology

T2 - Journal of Managerial Psychology

JF - Journal of Managerial Psychology

SN - 0268-3946

IS - 7

ER -

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