The purpose of this study was to draw comparisons between group productivity and group interaction in order to examine their relationship between companies deploying to war with different percentages of personnel transfers. This included examining potentially disruptive transfer practices which could undermine productivity. The theory behind this study was that team cohesion takes time to build, which equates to additional time to train or work together no matter how skilled the personnel are at their job. This study examined the impact that Bandura's social learning theory has on a systems theory approach to learning. For the purpose of this study, quantitative questionnaires that explored Senge's systems theory and Bandura's social learning theory were used to provide a catharsis; or process of bringing to the surface the repressed complexities, for the Soldiers to express ideas about team cohesion and productivity during mobilization training events. The expectation was that less training time was needed if the percentage of team members or senior leaders transferred into the company remains low. The study examined a systems approach to forming the team within a social setting of collective training. This study was designed to consider variables such as key leader replacements, senior grade officers and sergeants' or supervisor replacements, and mission or job reassignment to see if they could have an effect on collective performance. It was important to account for the impact of these variables on the organizational behavior in addition to large numbers of transferred personnel within a unit. The study revealed that after one year, there was no statistical significance between any of the companies. This would support the claim that cohesion was able to build over time within the groups. The findings in this study are important not only in a military setting; but in any setting where a highly skilled team is formed in a short period of time to perform a job. Human performance technology (HPT) practitioners could benefit by implementing systems which impact team cohesion which can result in an increase in team effectiveness and productivity. Future planning and processes should allow time for newly formed groups to interact in order to facilitate social cohesion.
|Advisor:||Tiem, Darlene Van|
|Commitee:||Hardt, Paul, Hargiss, Kathleen|
|Department:||School of Education|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 74/02(E), Dissertation Abstracts International|
|Subjects:||Occupational psychology, Organization Theory, Organizational behavior, Military studies|
|Keywords:||Cross-level, Group interaction, Group productivity, Social cohesion, Systems theory, Team building, Teams|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be