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"Creating High Performance Teams is an accessible and thorough new introduction to this key area of business education. Written by teams experts Ray Aldag and Loren Kuzuhara, this book provides students with both a firm grounding in the key concepts of the field and the practical tools to become successful team managers and members. Built on a solid foundation of the most up to date research and theory, chapters are packed with case studies, real-world examples, tasks and discussion questions, while a companion website supports the book with a wealth of useful resources for students, team members, and instructors.Centered around an original model for high performance teams, topics covered include:Building and developing effective teamsManaging diversityEffective communicationTeam processes--meetings, performance managementDealing with change and team problemsCurrent issues--virtual teams, globalizationWith its combined emphasis on principles and application, interwoven with the tools, topics, and teams most relevant today, Creating High Performance Teams is perfectly placed to equip upper-level undergraduate and MBA students with the knowledge and skills necessary to take on teams in any situation"--

ABSTRACTDecision analysis tools often are used in semistructured and ill‐structured situations. While some researchers have argued that computerized decision analysis programs may improve decision quality in such situations, research support for this assertion is weak.In this laboratory study, business students used a computerized decision‐analysis program with short strategic‐management cases to prepare decision reports. Independent raters' perceptions of aided and unaided decision performance were contrasted, attitudes of students toward the program were assessed, individual differences were correlated with attitudes, and the program's impact on students' perceptions of their decision processes and performance was examined.Student attitudes toward the computerized aid were favorable, and individual differences in reactions generally were as predicted. However, the program did not improve the independent ratings of students' decision reports and recommendations.These findings suggest that computerized decision aids should be adopted cautiously. If such aids result in positive user affect and heightened decision confidence without corresponding improvements in decision quality, they may be dysfunctional. Rigorous research methodologies which incorporate independent evaluations of analyses and decisions are recommended for use in future research on computerized decision‐analysis programs.

Characteristics and correlates of higher-order need strength measure B of the Job Diagnostic Survey are examined. In particular, the following issues related to the measure are considered: (a) internal consistency reliability; (b) convergent and discriminant validity; (c) relationships to perceptions of task dimensions and a variety of affective responses; (d) correlations to indices of urbanization of area of socialization and adherence to Protestant Work Ethic ideals; and (e) demographic correlates. Data are considered for 516 employees in five dissimilar samples. Numerous significant relationships are isolated. Suggestions for future research are presented.

Researchers examining efficacy of alternative measures of job facet satisfaction have generally assumed overall job satisfaction to be an additive function of weighted facet scores. This paper considers the linear compensatory model implied by such an assumption as well as two nonlinear alternatives. It is found that conjunctive and disjunctive models predict overall job satisfaction about as well as does the linear compensatory model. Further, simulated general satisfaction scores are used to examine the extent to which aggregation of data across individuals using differing combinatory models may lead to systematic bias in favor of a particular model. The results suggest that while use of the linear compensatory model may be justifiable on the basis of mathematical simplicity, conclusions drawn by researchers using that model should be tempered by the recognition that alternative models with sharply differing theoretical bases and practical implications may have equivalent descriptive ability.

A survey using two sample groups examined the differences between older and younger employees in the levels of satisfaction derived from an "enriched" job. The findings of the second sample tend to refute popular stereotypes that suggest that older employees place more importance on extrinsic rewards (that is, high pay and job security) than do younger employees.