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This paper presents initial information on the development and validation of three team task analysis scales. These scales were designed to quantitatively assess the extent to which a group of tasks or a job is team based. During a 2-week period, 52 male students working in 4-person teams were trained to perform a complex highly interdependent computer-simulated combat mission consisting of both individual- and team-based tasks. Our results indicated that the scales demonstrated high levels of interrater agreement. In addition, the scales differentiated between tasks that were predetermined to be individual versus team based. Finally, the results indicated that job-level ratings of team workflow were more strongly related to team performance than were aggregated task-level ratings of team-relatedness or team workflow. These results suggest that the scales presented here are an effective means of quantifying the extent to which tasks or jobs are team based. A research and practical implication of our findings is that the team task analysis scales could serve as criterion measures in the evaluation of team training interventions or predictors of team performance.

Objective: As a constructive replication and extension of Arthur, Edwards, Bell, Villado, and Bennett (2005), the objective of the current study was to further investigate the efficacy of team relatedness and team workflow ratings (along with their composite) as metrics of interdependence.Background: Although an analysis of task and job interdependence has important implications and uses in domains such as job design, selection, and training, the job analysis literature has been slow to develop an effective method to identify team-based tasks and jobs.Method: To achieve the study's objectives, 140 F-16 fighter pilots (35 four-person teams) rated 34 task and activity statements in terms of their team relatedness and team workflow.Results: The results indicated that team relatedness and team workflow effectively differentiated between tasks with varying levels of interdependency (as identified by instructor pilots who served as subject matter experts) within the same job. In addition, teams that accurately perceived the level of interdependency performed better on a four-ship F-16 flight-training program than those that did not.Conclusion: Team relatedness and team workflow ratings can effectively differentiate between tasks with varying levels of interdependency.Application: Like traditional individual task or job analysis, this information can serve as the basis for specified human resource functions and interventions, and as diagnostic indicators as well.