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In virtual teams, the lack of feedback and information about team processes is a major problem. To encounter this challenge of virtual teamwork, team process feedback was provided by an Online-Feedback-System (OFS). It contained feedback regarding motivation, task-related aspects, and relationshiprelated aspects. A longitudinal study of 52 virtual teams with student participants was conducted. Teams that used the OFS showed an increase in performance compared with controls that did not use the OFS. Furthermore, results indicate initial motivation as a moderating variable on the improvement caused by the OFS. Positive OFS effects were found on motivation and satisfaction for the less motivated team members. Furthermore, for less motivated team members, effects of the OFS on performance were mediated by interpersonal trust. Overall, results imply that team process feedback has a positive effect on motivation, satisfaction, and performance in virtual teams.

Zusammenfassung: Anhand einer aktuellen Befragungsstudie wurde eine Bestandsaufnahme interkultureller Managementtrainings in Deutschland erstellt. Siebenundfünfzig Trainings- bzw. Personalberatungsfirmen mit insgesamt 267 Trainern nahmen an der Befragung teil. Dabei wurden u. a. Durchführungsmodalitäten, Trainingsinhalte, Lernmethoden, theoretische Konzepte, Qualitätssicherungsmaßnahmen und zusätzliche Dienstleistungen erfasst. Es zeigte sich, dass interkulturelle Trainings sich in der Trainerzahl, der Dauer und der Teilnehmerzahl von anderen Personalentwicklungstrainings nicht stark unterscheiden. Das Tätigkeitsfeld interkultureller Trainer erstreckt sich von der Personalbeurteilung und -auswahl über die Vorbereitung und das Coaching des konkreten Auslandeinsatzes bis zur Reintegration zurückkehrender Mitarbeiter. Schwerpunkte der zugrunde gelegten theoretischen Konzepte liegen auf der Bewusstmachung eigenkultureller Verhaltensmuster und Wertvorstellungen, sowie auf verhaltensorientierten Trainingselementen. Die Evaluation der Trainings erfolgt häufig nur über eine subjektive Einschätzung des Trainingserfolges; nur 30 Prozent der Institute überprüften den Erfolg ihrer Trainings anhand erweiterter Kriterien.

In this study, we distinguished between quantity and quality aspects of team reflection and examine how they relate to team performance improvement. We hypothesized that teams that reflect little but deeply and thoroughly show greater performance improvements than teams that reflect a great deal but on a superficial level. In addition, we examined the extent to which team performance will improve if teams engage in both quality and quantity in reflection in different extents, and whether implementation explained additional variance in team performance. We examined these issues in a sample of 46 three-person teams in a lab-based hidden profile setting, using a repeated measure design. The results from Bayesian structural equation modeling confirmed our hypotheses. In addition, polynomial regression revealed that performance improved most when teams focused exclusively on the quality of team reflection and weakest when teams tried to engage in quality and quantity of reflection in the same extent.

PurposeThe purpose of this paper is to compare effects of different monetary team‐based reward strategies on performance, pay satisfaction, and communication behavior in computer‐mediated groups.Design/methodology/approachIn a laboratory experiment, 32 groups of undergraduate students, each consisting of three individuals, interacted electronically and performed a consensus‐reaching task. Team‐based incentives were distributed either equally (each team member received an equal share) or equitably (each team member's share depended on her/his individual contribution). A control group received no team‐based (or other) incentives.FindingsHierarchical multilevel analyses revealed that both types of team‐based rewards increased team members' motivation and pay satisfaction compared to the control condition. Moreover, the effects of team‐based rewards on performance were moderated by group members' assertiveness. In addition, team‐based rewards lead to more cooperative and task‐oriented communication in the computer‐mediated groups. Finally, equally divided rewards led to higher pay satisfaction on average than equitably divided incentives.Originality/valueOn a research level, this study shows that team‐based rewards have positive effects not only on performance but also on communication behavior in computer‐mediated groups. As a practical implication, reward effects should be considered cautiously as they might be influenced by team members' personality. Moreover, whereas no major differences were found between equity and equality principles in terms of performance, the latter seems to be preferable when satisfaction is a major issue in virtual teams.

PurposeThe purpose of this study is to examine the effect of supervisor's unfair treatment on follower's retributive and restorative justice perceptions. The main goal is to find asymmetric nonlinear trajectories in the relationship between the severity of unfair treatment and employees' orientation toward retributive/restorative justice.Design/methodology/approachUsing an experimental policy-capturing design that varied five levels of transgression severity (none to very high) within supervisor–subordinate relationship injustice situations, 168 employees rated their retributive/restorative justice preferences. Latent growth curve modeling was used to fit the overall patterns of change.FindingsAs hypothesized, the trajectory of restorative justice was convex and progressed in a negative exponential shape, whereas the retributive justice trajectory was concave but followed a less steep positive exponential shape.Research limitations/implicationsThe main limitation is a threat to the external validity of the results. Scenario-based surveys may not fully generalize to actual organizational situations.Practical implicationsThese findings help managers to understand how unjust treatment can shape employees' expectations and, thus, address it adequately. This is important to retain qualified personnel and to minimize workplace disengagement in the aftermath of poor treatment.Social implicationsRestorative justice is of great importance for minor and moderate violations of justice.Originality/valueBy illustrating different trajectories, this study extends research on restorative and retributive justice in organizations. The results help to understand when people expect restoration and are motivated to punish wrongdoers.

Drawing on Gilliland's selection fairness framework, we examined antecedents and behavioral effects of applicant procedural fairness perceptions before, during, and after a personnel selection procedure using a six-wave longitudinal research design. Results showed that both perceived post-test fairness and pre-feedback fairness perceptions are related to job offer acceptance and job performance after 18 months, but not to job performance after 36 months. Pre-test and post-test procedural fairness perceptions were mainly related to formal characteristics and interpersonal treatment, whereas pre-feedback fairness perceptions were related to formal characteristics and explanations. The impact of fairness attributes of formal characteristics and interpersonal treatment diminished over time, whereas attributes of explanation were only associated with pre-feedback fairness. Results are discussed in terms of theoretical implications for fairness research and for hiring organizations.