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The effects of organizational context and teamworking activities on performance outcomes

Gould-Williams, Julian Seymour and Gatenby, Mark 2010. The effects of organizational context and teamworking activities on performance outcomes. Public Management Review 12 (6) , pp. 759-787. 10.1080/14719037.2010.488862

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Abstract

This article seeks to evaluate the effects of organizational context and teamworking activities on the performance outcomes of public sector workers. Ability, Motivation and Opportunity (AMO) theory is used as the basis of this study in which it is predicted that employees' ability, motivation and opportunities to participate will affect organizational performance. Procter and Mueller's (2000) framework is used to identify relevant HR contextual features, namely discretionary rewards, appraisal, training and development, industrial relations and organizational culture. Data based on the 2003 Local Government Workplace Survey (N = 3,165) were used to test six research hypotheses and related sub-hypotheses. The findings show that individually, the effects of organizational context and teamworking activities were as hypothesized and consistent with AMO theory. However, the interaction effects were far less pronounced in that they were either non-significant or negative, with the exception of the interaction term teamworking X appraisal, which positively predicted organizational commitment. However, the teamworking X appraisal interaction also led to increased stress, something we consider to be a ‘sting in the tail’ for workers. Thus we argue that even though the interaction effects of teamworking and organizational context are minimal, the individual effects contribute to enhanced worker attitudes and perceived organizational performance.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
J Political Science > JN Political institutions (Europe) > JN101 Great Britain
J Political Science > JS Local government Municipal government
Uncontrolled Keywords: HR practices; Local government; Organizational context; Teamworking
Publisher: Taylor & Francis
ISSN: 1471-9037
Last Modified: 31 Jan 2020 06:08
URI: http://orca.cf.ac.uk/id/eprint/21802

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