In this questionnaire study, the relations between the affective reactions of 114 technical consultants and both intragroup interdependence and job complexity were examined. Individual-level task interdependence and job complexity were found to be positively related to individual job satisfaction, team satisfaction, job commitment, and team commitment. Cross-level interactions showed the positive relations between task interdependence and the affective outcomes to be stronger in high outcome interdependent teams than in low outcome interdependent teams. Specifically, a proper match between high task interdependence and high group-level outcome interdependence was found to produce more positive affective responses than “low-high” and “high-low” mismatches. The unfavorable effects of mismatched task and outcome interdependence on job satisfaction and job commitment were found to be mitigated by high levels of job complexity.
Get full access to this article
View all access options for this article.
References
1.
Alderfer, C. P.1969. An empirical test of a new theory of human needs. Organizational Behavior and Human Performance, 4: 142–175.
2.
Aiken, L. S., & West, S. G.1991. Multiple regression: Testing and interpreting interactions. Newsbury Park, CA: Sage Publications, Inc.
3.
Allen, N. J.1996. Affective reactions to the groups and the organization. In M. A. West (Ed.), Handbook of work group psychology: 371–396. Chichester, England: John Wiley & Sons Ltd.
4.
Bentler, P. M., & Bonett, D. G.1980. Significance tests and goodness of fit in the analysis of covariance structures. Psychological Bulletin, 88: 588–606.
5.
Billings, R. S., Klimoski, R. J., & Breaugh, J. A.1977. The impact of a change in technology on job characteristics: A quasi-experiment. Administrative Science Quarterly, 22: 318–339.
6.
Brass, D. J.1981. Structural relationships, job characteristics, and worker satisfaction and performance. Administrative Science Quarterly, 26: 331–348.
7.
Brass, D. J.1985. Technology and the structuring of jobs: Employee satisfaction, performance, and influence. Organizational Behavior and Human Decision Processes, 35: 216–240.
8.
Bryk, A. S., & Raudenbush, S. W.1992. Hierarchical Linear Models: Applications and data analysis methods. Newsbury Park, CA: Sage Publications.
9.
Campion, M. A., Medsker, G. J., & Higgs, C. A.1993. Relations between work group characteristics and effectiveness: implications for designing effective work groups. Personnel Psychology, 46: 823–850.
10.
Campion, M. A., Papper, E. A., & Medsker, G. J.1996. Relations between team characteristics and effectiveness: a replication and extension. Personnel Psychology, 49: 429–452.
11.
Cartwright, C., & Zander, A.1968. Group dynamics: Research and theory. New York: Harper & Row.
12.
Cohen, S. G., & Bailey, D. E.1997. What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23: 239–290.
13.
Curry, J. P., Wakefield, D. S., Price, J. L., & Mueller, C. W.1986. On the causal ordering of job satisfaction and organizational commitment. Academy of Management Journal, 29: 847–858.
14.
Deutsch, M.1949. An experimental study of the effects of cooperation and competition upon group process. Human Relations, 2: 199–231.
15.
Deutsch, M. (1973). The resolution of conflict. New Haven: Yale University Press.
16.
Earley, P. C., & Northcraft, G. B.1989. Goal setting, resource interdependence, and conflict. In M. A. Rahim (Ed.), Managing conflict: An interdisciplinary approach: 161–170. New York: Praeger.
17.
Ferris, K. R., & Aranya, N.1983. A comparison of two organizational commitment scales. Personnel Psychology, 36: 87–98.
18.
French, J. R., & Raven, B. H.1959. The bases of social power. In D. Cartwright (Ed.), Studies in social power: Ann Arbor: University of Michigan Press.
19.
George, J. M.1992. Extrinsic and intrinsic origins of perceived social loafing in organizations. Academy of Management Journal, 35: 191–202.
20.
Gladstein, D.1984. Groups in context: A model of task group effectiveness. Administrative Science Quarterly, 29: 499–517.
21.
Goodman, P. S.1986. Impact of task and technology on group performance. In P.S. Goodman (Ed.), Designing effective work groups: 120–167. San Francisco: Jossey–Bass.
22.
Goodman, P. S., Ravlin, E., & Schminke, M.1987. Understanding groups in organizations. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior: 121–173. Greenwich, CT: JAI-Press.
23.
Griffin, M. A., & Hofmann, D. A.1997. Hierarchical linear models in organizational research: cross-level interactions. Research Methods Forum, 2: 6–8.
24.
Guzzo. R. A., & Shea, G. P.1992. Group performance and intergroup relations in organizations. In M. A. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology: 269–313. Palo Alto, CA: Consulting Psychologist Press.
25.
Hackman, J. R.1987. The design of work teams. In W. J. Lorsch (Ed.), Handbook of organizational behavior: 315–342. Englewood Cliffs, NJ: Prentice–Hall.
26.
Hackman, J. R.1992. Group influences on individuals in organizations. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology: 199–267, Vol. 3. Palo Alto, CA: Consulting Psychologists Press.
27.
Hackman, J. R., & Oldham, G. R.1980. Work redesign. Reading, MA: Addison–Wesley.
28.
Hoffmann, D. A.1997. An overview of the logic and rationale of hierarchical linear models. Journal of Management, 23: 723–744.
29.
Hox, J. J.1994. Applied multilevel analysis. Amsterdam: TT-Publications.
30.
James, L. R., Demaree, R. G., & Wolf, G.1984. Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69: 85–98.
31.
Jehn, K. A.1995. A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40: 256–282.
32.
Johnson, D. W., & Johnson, R. T.1989. Cooperation and competition: Theory and research. Edina, MN: Interaction Book Company.
33.
Johnson, D. W., Maruyama, G., Nelson, D., & Skon, S.1981. Effects of cooperative, competitive, and individualistic goal structures on achievement: A meta-analysis. Psychological Bulletin, 89: 47–62.
Kiggundu, M. N.1983. Task interdependence and job design: Test of a theory. Organizational Behavior and Human Performance, 31: 145–172.
36.
Lewin, K.1948. Resolving social conflicts. New York: Harper.
37.
Mathieu, J. E., & Zajac, D.1990. A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108: 171–194.
38.
Mitchell, T. R., & Silver, W. S.1990. Individual and group goals when workers are interdependent: Effects on task strategy and performance. Journal of Applied Psychology, 75: 185–193.
39.
Mohr, L. B.1971. Organization technology and organization structure. Administrative Science Quarterly, 16: 444–459.
40.
Mossholder, K. W., & Bedeian, A. G.1983. Cross-level inference and organizational research: Perspectives on interpretation and application. Academy of Management Review, 8: 547–558.
41.
Mowday, R. T., Steers, R. M., & Porter, L. W.1979. The measurement of organizational commitment. Journal of Vocational behavior, 14: 224–247.
42.
O’Leary-Kelly, A. M., Martocchio, J. J., & Frink, D. D.1994. A review of the influence of group goals on group performance. Academy of Management Review, 37: 1285–1301.
43.
Pearce, J. L., & Gregersen, H. B.1991. Task interdependence and extrarole behavior: A test of the mediating effects of felt responsibility. Journal of Applied Psychology, 76: 838–844.
44.
Perrow, C.1961. The analysis of goals in complex organizations. American Sociological Review, 26: 854–865.
45.
Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V.1974. Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59: 603–609.
46.
Pritchard, R. D., Jones, S. D., Roth, P. L., Stuebing, K. K., & Ekeberg, S. E.1988. Effects of group feedback, goal setting, and incentives on organizational productivity. Journal of Applied Psychology, 73: 337–358.
47.
Prosser, R.Rasbash, J. & Goldstein, H.1991. ML3 software for three-level analysis. Users guide. London: Institute of Education, University of London.
48.
Raven, B. H.1992. A power/interaction model of interpersonal influence: French and Raven thirty years later. Journal of Social Behavior and Personality, 7: 217–244.
49.
Rosenbaum, M. E., Moore, D. L., Cotton, J. L., Cook, M. S., Hieser, R. A., Shovar, M. N., & Gray, M. J.1980. Group productivity and process: pure and mixed reward structures and task interdependence. Journal of Personality and Social Psychology, 39: 626–642.
50.
Saavedra, R., Earley, P. C., & Van Dyne, L.1993. Complex interdependence in task-performing groups. Journal of Applied Psychology, 78: 61–72.
51.
Seashore, S. E.1954. Group cohesiveness in the industrial work group. Ann Arbor: University of Michigan Press.
52.
Shea, G. P., & Guzzo, R. A.1987. Groups as human resources. In G. R. Ferris & K. M. Rowland (Eds.), Research in personnel and human resources management: 323–356. Greenwich, CT: JAI Press.
53.
Slocum, J. W., & Sims, H. P.1980. A typology for integarting technology, organization, and job design. Human Relations, 33: 193–212.
54.
Steiner, I. D.Group process and productivity. New York: Academic Press, 1972.
55.
Sundstrom, E., De Meuse, K. P., & Futrell, D.1990. Work teams: Applications and effectiveness. American Psychologist, 45: 120–133.
56.
Thomas, E. J., 1957. Effects of facilitative role interdependence on group functioning. Human Relations, 10: 347–366.
57.
Thompson, J. D., 1967. Organizations in action. New York: McGraw-Hill.
58.
Tjosvold, D.1986. The dynamics of interdependence in organizations. Human Relations, 39: 517–540.
59.
Tjosvold, D., Andrews, I. R., & Struthers, J. T.1991. Power and interdependence in work groups: Views of managers and employees. Group and Organization Studies, 16: 285–299.
60.
Vancouver, J. B., Millsap, R. E., & Peters, P. A.1994. Multilevel analysis of organizational goal congruence. Journal of Applied Psychology, 79: 666–679.
61.
Van der Vegt, G. S., Emans, B. J. M., & van de Vliert, E.1998. Motivating effects of task and outcome interdependence in work teams. Group and Organization Management, 23(2): 124–144.
62.
Wageman, R.1995. Interdependence and group effectiveness. Administrative Science Quarterly, 40: 145–180.
63.
Weldon, E., Jehn, K. E., & Pradhan, P.1991. Processes that mediate the relationship between a group goal and improved group performance. Journal of Personality and Social Psychology, 61: 555–569.
64.
Weldon, E., & Weingart, L. R.1993. Group goals and group performance. British Journal of Social Psychology, 32: 307–334.
