4 Main Factors That Influence Group Performance Within Organisations

4 Main Factors that Influence Group Performance within Organisations
1) Composition of the Group:

It refers to the extent of homogeneity in members of the group. If members of the
group are similar in one or more ways such as their age, teaching experience,
qualifications, expertise, cultural background and several other such variables which
are important for work performance, then the group is said to be homogeneous. In a
command group it is essential that the members are homogeneous in terms of
expertise though they may be differing in terms of age or teaching experience.
It has been empirically found that a group, heterogeneous in terms of age or
experience, exhibits frequent turnover in terms of changes in membership. Other
researchers have found conflicting results with reference to the age of employees.
In some studies it was found that managers in business establishments found older
employees to be rigid, difficult to re-train and very expensive in terms of salaries.
On the other hand, some studies have found older employees to be more regular in
attendance, less frequently changing their jobs, have a stronger work ethics
compared to younger employees and once trained, perform equally well as younger
employees.
Moreover, if the work group is heterogeneous in terms of opinions, there could be
positive benefits in that the group is forced to pay complete attention to the
activity, and proceedings and sometimes leads to creative solutions to problems.
A homogeneous group is likely to be more beneficial when:
(i) The tasks are simple
(ii) The tasks are arranged in a sequential order;
(iii) Co-operation is necessary in task performance; and
(iv) The task is to be completed in short time span.
A heterogeneous group is likely to be more beneficial when:
(i) The tasks are complex;
(ii) The tasks require a collective effort;
(iii) The tasks require new and creative alternatives/solutions; and
(iv) There is ample time to perform the tasks;
A homogeneous group could have fewer differences of opinions and conflicts, more
interaction and better communication as compared to a heterogeneous group.
The foregoing discussion suggests that the extent of homogeneity of a group, i.e.,
its composition and the nature of the task have an interactive influence on work
performance.
If a group is culturally heterogeneous, the principal could expect mutual distrust
among the members of the group, stereotyped labeling of each other as well as
communication problems. Thus, initially, such a group may not function effectively
but as the group matures, its functioning may improve.
(2) Size of the Group:
It refers to the number of members in the group. The size of the group influences
group performance. If, on account of its size, the group has more resources at its
disposal, it may be able to perform many independent tasks. It may be able to
generate more ideas and solutions.
However, if a group is very large, the interactions among the members become
complex and communication may become more difficult thereby leading to
disagreements. But if such a large group has prepared a formal procedure or
agenda discussions can be controlled and work may proceed smoothly.
Besides in a large group, some People may dominate the proceedings whereas the
shy ones may remain in the background. There are possibilities that in a group
some people may not contribute at all to the tasks and while away their time purely
social interactions.
The effectiveness of work in a very large group, therefore, depends on the nature of
the task, characteristics of members of the group and the ability of the leader to
understand the problem and take action to make the group function effectively.
The optimum and effective group size depends on:
(a) Members interactions and mutual influence;
(b) Maturity of individual members of the group;
(c) Task-it nature;
(d) Maturity of the group;
(e) Ability of the manager in handling the group, managing communications,
handling conflicts and handling procedures,
There is no specified group size for effective task performance. It depends of the
situation and can vary between three and fifteen or more.
(3) Norms:
According to Davis (1964), a norm refers to a standard against which the
appropriateness of behaviour is judged. Thus, a norm determines expected
behaviour in a particular circumstance. A group determines its norms during the
second stage of its formation and continues it till the fourth stage. Norms help in
predicting other peoples behaviours and enable people to behave in an acceptable
manner. Norms prevent chaos.
A norm is developed through an interaction of factors such as the traditions of the
group, the nature of tasks, the situation and the personality characteristics
members. If a norm is not conformed to by an individual, he/she may receive verbal
abuse or physical threat, boycott or removal from group.
For example, if the institutional norm for women employees is to wear a sari to
convey a traditional image to students and parents, then a teacher wearing a salwar
kameez or a western outfit will be viewed as violating the group norm and will
immediately face the consequences.
Functions of Norms:
There are four major functions fulfilled by norms:
(a) Norms enable group members avoid embarrassing situations. They help
individuals in preserving their self-image and help members in not hurting each
other.
(b) Norms help in a groups survival by rejecting deviant behaviour that do not help
in accomplishing the groups goals. Following a norm implies that a groups survival
is not threatened but ensured. An effective group is one which is more tolerant
towards deviant behaviour.
(c) Norms signify the values that are important to the institution and provide the
group with a unique identity. This identity could be expressed in the form of clothes,
behaviour, mannerisms and so on.
(d) Norms help group members in expecting other peoples behaviour. This saves
them from analyzing other peoples behaviour, attitudes or response. Members can
anticipate each others actions based on group norms which ultimately enhances
performance and goal accomplishment.
However, norms can only regulate behaviour of its members. It has no control on
their thoughts, beliefs, feelings or personal emphasis on values.
(4) Cohesiveness:
It refers to a groups commitment towards staying together resulting from the forces
operating on members to do so. The forces responsible for cohesiveness are
attraction to the group, motivation to stay in the group and resistance to leave the
group.
If the group is composed of homogeneous individuals, has reached maturity in its
development, its size is not vary large, interactions among its members are
frequent, its goals are clear, there is competition with outsiders or threats from
external factors and is concerned about effectiveness with regard to reaching the
goals enhance cohesiveness of groups. High levels of cohesiveness lead to goal
accomplishment, job satisfaction, improved interactions and synergy.
As opposed to this, group cohesiveness will be low if the group is heterogeneous in
composition, newly formed, large in size, its members are dispersed physically, its
goals are ambiguous or have failed in reaching its goals.
Low levels of group cohesiveness leads to problems and difficulties in attaining
goals, more chances of the group getting broken down, decrease in interactions,
orientation towards self rather than the group and reduced commitment to group
goals.
Reference: Verma D., 4 Main Factors that Influence Group Performance within
Organisations Retrieved from http://www.shareyouressays.com/102861/4-mainfactors-that-influence-group-performance-within-organisations

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4 Main Factors that Influence Group Performance within Organisations

1) Composition of the Group:

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