Team performance defines the accumulative effectiveness of a group of people and the ability of the group of people to meet certain goals (D’Innocenzo, Mathieu & Kukenberger, 2016). A team defines a systematic interrelationship among a group of people pursuing a common goal. The goals include the functionality, quality and even the reliability of the output of the team. Team performance goes further to involve the cost of performance, members’ expectations and the stipulated time for meeting the objectives. Staging up a team requires the complete knowledge of the member capabilities and skill set to come up with a substantially good team performance perpetuated by a good team performance management. A team should get committed to a common purpose for effective team performance management.
Teams often develop specific cultures that best work for the teams in realizing their goals. The cultures developed bases of factors relating to the relationships among the members, the strengths of individuals in the team, the collective strength of the team, the dynamics of the team and the values or vision that the team bases on. The cultures developed by the team accelerates the team performance management that either steers the team into a realization of the goals or could derail the team performance in the case where the culture developed by the team comes in a negative form.
Engaged Team Performance (ETP)
Engaged Team Performance involves and is included in the context of the effectiveness and efficiency in team performance (Agarwal, 2017). ETP includes the processes that help in combination with a team’s best teamwork practices, the productivity and the collaboration within the team. The way to realizing ETP revolves on integrating measures, the goals of the team, processes, norms of collaboration and visual works to realize effective team performance and management.
Creation of a profile that gives out the top performer in a team, brings a well-organized and good ETP. The assessment profile gives a motivational factor to team members encouraging the team members on working harder on the goals to realize effective and comprehensive goal achievement (Shanmugam, 2017). Organizations set up teams with different skills in terms of departments to manage the daily functions of the organizations. The teams need to prove their prowess in form of team performance and in the effort of proving the factor of being the best team.
A case study of Stryker Corporation, a medical technology company and one of the best in the world, shows the positive impact of implementing top performer profile as part of Engaged Team Performance. The need for the approach comes in the need for talented managers and a developed leadership skill within the company.
The profile type of assessment made the realization of stiff competitor managers from the company team come to a reality due to the fact that every team member gave their best in their contribution to the team in the effort to appear at the top of the profile test.
Team performance management could rely on the performance profiles n creating cultures for the team and use the same performance profile in identifying qualified potential members for recruitment into the team as per the set performance records of the top performers (Shanmugam, 2017). The top performer profile propelled the Skyler Corporation into giving out the best services and realizing most of its goals hence making it one of the best in the world in its field of practice. The Engagement Team Performance method applied by the corporation came as a result of the cultures developed within the organization that made leaders of high standards a possibility to produce.
A contrast on the effectiveness of performance profile could arise where no follow up of a team member performance could lead to poor team development. Cases of team members working without evaluation could make the members reluctant on their work thereby giving a low output that contrast with the members’ potential. Top performance profile could at the same time lead to poor team development because some team members may feel offended by the evaluation system or some members would have a feeling of unfair judgment that leads to the profile.
Offering incentives on successes of the team work well as a case of Engaged Team Performance. Offering incentives are all about recognizing individual standards in a team of the whole team and giving gifts as an appreciation for the work input of the team (Howard, Turban & Hurley, 2016). Team management should focus on work in proximity to the team so as not to miss the good work input of the team.
Incentives are prone to strengthening the engagement of team members, bringing satisfaction to the team members and increasing the productivity of the team members. In a business set up, the drive derived from the motivation of employees often come with the growth of the business (Howard, Turban & Hurley, 2016). As a form of team performance management, a manager would find it best to create a certain degree of a competitive team advantage over other teams in the same competition by creating and maintaining a forum for recognition of team member efforts.
Providing incentives comes out as an important Engagement Team Performance system that could work for most organizations and teams. A case study conducted by the Society for Human Resource Management (SHRM) in 2014 on employee job satisfaction and engagement had is that incentives accreditation would lead to a quick economic recovery.
Incentives offering comes as a good team development factor but could at the same time lead to poor team development because of the difference in the human resource mind and feelings. Some team members could feel obliged to receive the incentives instead of others causing struggles of power in the team that could eventually lead to poor team development.
Connection and communication
Team performance depends a great deal on the factors of members connecting and communicating freely. The relationship culture helps the team in skyrocketing its performance rate and interaction satisfaction (Duck, 2014). Connection and communication in a team forge a good Engagement Team Performance system that could in one way or the other help a team in retaining the best talent present in the team. The strength of a team not only lies on the numbers but also on the individual members hence the possibility of a team losing a member due to the member not feeling connected to other members of the team.
Good communication increase team performance and makes the engagement of the members more effective in producing results and meeting goals (Duck, 2014). The communication channels present in a team should make the members feel of importance to the team and make the members free to give suggestions, critiques, and insights into team businesses. The channels should at the same time make clear the expectations of the team as well as the job performance of every team member.
Engaged Team Performance management success relies on factors such as communication in combination with the connection of team members in the efforts of maximizing team member commitment and allegiance to the team (Harris & Sherblom, 2018). A team management system could design ways to metrically gauge the team member satisfaction and at the same time involving the team members in determining their problems and ways to solve the problems hence making the members happier and more productive.
In the case of connection and communication, there could arise a case of poor team development in the sense of the team miscommunicating among the members and no conclusion or agreement comes out of any discussion. Members in such a team would not connect in any way and would not have any considerable relationship apart from the one they are bound to, the team. The lack of connection and communication would not ensure the capitalization of every individual member potential contrary to the presence of connection and communication which would capitalize the maximum potential of a team member.
Team performance management relies on the spirit of the team members to commit to their team and the goals of the team. The spirit in the members presents a front in which there could exist a good correlation among the members and a likeliness of a highly functional group that works tirelessly and efficiently in regards to a common goal. Team performance acts as the backbone to the success in reaching a good output of any team. The team members should at all times feel the need to give more to the team.