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dc.contributor.authorCunningham, Brianen_US
dc.date.accessioned2014-03-14T20:31:20Z
dc.date.available2014-03-14T20:31:20Z
dc.date.issued1998-11-03en_US
dc.identifier.otheretd-02032001-114939en_US
dc.identifier.urihttp://hdl.handle.net/10919/31116
dc.description.abstractThere have been thousands of studies on teams and their performance, but there are still many unanswered questions. An important one is how an organization's reward structure supports the growing trend of using teams. Many organizations implement teams without changing the organizational systems to align with and support the use of teams, i.e., training, feedback, information and reward systems. As predicted by many authorities in the field of team effectiveness research, these teams often fail. One organizational subsystem that has been determined to be important is the reward structure. If the reward structure is not changed to support a team-based structure, the misalignment could negatively impact team effectiveness. This research investigated the relationship between reward structure and team effectiveness using a laboratory experiment. This experiment involved groups of students working as a team on a design problem. The independent variable is the type of reward structure, manipulated over three levels: interdependent (group), independent (individual) and mixed rewards (both group and individual). The experiment used a design task, intended to be more representative of project team work where team members were assigned a functional discipline and worked together to solve a design problem. The primary dependent variable in this study was team effectiveness: team performance as measured by the quality of the team's design, satisfaction of team members, and the ability and desire of team members to work together in the future. Other control variables investigated for their effect on these dependent variables included: cooperative behaviors, reward valence, effort, and autonomy preferences. Few significant effects of reward structure were found. The reward treatment had a significant main effect on both cooperation and effort, but little difference existed between reward treatments. Some unusual results were found in the relationship between effort and cooperation with performance. Both effort and cooperation were negatively related to team performance. Cooperation, satisfaction and ability to exist were all found to be correlated. No one reward structure was found to be significantly better than any of the others in terms of team effectiveness or team process.en_US
dc.publisherVirginia Techen_US
dc.relation.haspart1etd.pdfen_US
dc.rightsI hereby certify that, if appropriate, I have obtained and attached hereto a written permission statement from the owner(s) of each third party copyrighted matter to be included in my thesis, dissertation, or project report, allowing distribution as specified below. I certify that the version I submitted is the same as that approved by my advisory committee. I hereby grant to Virginia Tech or its agents the non-exclusive license to archive and make accessible, under the conditions specified below, my thesis, dissertation, or project report in whole or in part in all forms of media, now or hereafter known. I retain all other ownership rights to the copyright of the thesis, dissertation or project report. I also retain the right to use in future works (such as articles or books) all or part of this thesis, dissertation, or project report.en_US
dc.subjectLab Studyen_US
dc.subjectCooperationen_US
dc.subjectProject Teamsen_US
dc.subjectRewardsen_US
dc.subjectTeamsen_US
dc.subjectGroup Tasksen_US
dc.subjectInterdependenceen_US
dc.titleThe Impact of Reward Structure on Project Team Effectivenessen_US
dc.typeThesisen_US
dc.contributor.departmentManagement Systemsen_US
dc.description.degreeMaster of Scienceen_US
thesis.degree.nameMaster of Scienceen_US
thesis.degree.levelmastersen_US
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen_US
thesis.degree.disciplineManagement Systemsen_US
dc.contributor.committeechairVan Aken, Eileen M.en_US
dc.contributor.committeememberKleiner, Brian M.en_US
dc.contributor.committeememberWilliges, Robert C.en_US
dc.identifier.sourceurlhttp://scholar.lib.vt.edu/theses/available/etd-02032001-114939/en_US
dc.date.sdate2001-02-03en_US
dc.date.rdate2002-03-07
dc.date.adate2001-03-07en_US


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