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There is evidence in literature that supports a link between group cohesion and performance. After the well-known turnaround in the 1980s, Harley-Davidson has become a very successful company; a command-and-control culture was replaced by a new culture of assembly employees making important decisions in work teams. This study examined the determinants of group cohesion in self-managing work teams (SMWT) called "natural work groups " (NWG) at the Harley-Davidson Motor Company's Kansas City, MO (HDKC), assembly plant. At this plant, NWGs are empowered to successfully run the business of assembling motorcycles. A 156-item survey was completed by 233 employees (67% response rate) at the plant. A regression model, which includes the two statistically significant independent variables, (a) employee control over team staffing and (b) perceived fairness, explains nearly 42% of the variance in group cohesion.

Learn the simple techniques the air force has honed for 60 years to get your work done faster and more successfully, with more precision, just like some of the world's most successful companies have done to dramatically improve their businesses.

AbstractThis paper explores how more or less relationally oriented forms of professional practices could be expressed in collaborations between young people living with bodily impairments and their multiprofessional teams. The analysis was based on life‐mode interviews with young people (16–20 years), individual and focus group interviews with the professionals and participant observation in team meetings. Drawing on sociocultural perspectives on participation and the workings of power, different discourses, subject positions and participatory strategies were recognised and related to the participation of the young people. Finally, the relevance of the findings for practice is reflected on in a participation rights perspective.

Despite a growing body of research into interprofessional education and collaborative practice (IPECP), practical strategies and initiatives are required to assist healthcare workers with implementation. Practical strategies and tips outlined in this paper can support healthcare teams to incorporate IPECP into day-to-day workplace practices. Beyond IPECP engagement, the proposed tips will assist with refining current workplace practices and processes to make them more collaborative, intentional, and streamlined at the point of care. Bearing in mind that there is no 'one size fits all' approach to IPECP, these tips have been developed to suit a variety of contexts and are able to be adapted and contextualised by healthcare workers and teams. These 12 tips would not only assist with the implementation of new ideas related to IPECP, but also influence sustainability considerations of these initiatives within healthcare settings.

This study aims to analyze the effect of ability, motivation, and opportunity‐enhancing high‐performance human resource practices (HPHRP's) on team performance in development sector projects, and to explore whether trust mediates this relationship. Using structured‐questionnaire, 192 survey responses were collected from both managerial and nonmanagerial positions from national and international NPOs operating in Pakistan. Results showed a positive relationship between ability motivation opportunity enhancing HPHRP's and team performance, while trust significantly mediates the relationship. This study is specifically helpful for HR managers to recruit personnel who can effectively meet various high‐performance needs of the development sector projects. Also, this study helps to improve policy makers' decision‐making process and outcomes in the development sector, especially in emerging economies.