TЕАM СLIMАTЕ INСLUSIОN AND TЕАM ЕNGАGЕMЕNT Essay Example
Team Climate Inclusion and Team Engagement
Team Climate Inclusion and Team Engagement
Team engagement and team climate are indispensable aspects for any organization t given the multidisciplinary HR aspects. Simply put, team climate inclusion refers to employees’ general perception about the practices, protocols, and behaviors that are continuously recognized, supported and rewarded by the same institution in relation to customer service delivery and quality. Contrariwise, team engagement is perceived as the emotional association of a team of employees’ towards their organization that mostly determines how their efforts can be dedicated to their particular jobs and their general behavior (Lynn et al., 2011). Modeling the indirect and direct relationship reflects the distal and proximal relationship of team climate influence has on team engagement.
The social identity theory refers to one’s self-subjective representation in a multiple group setup that entails the several inter-relationships among group identities established in a given organization. The group engagement perspective asserts that the way in which a team makes an individual feel about himself; influences the person’s behavior towards the team’s interests (Blader and Tyler, 2009). More specifically, organizational identification (OID) showcases the employee’s strength on self-conception with respect to the organization’s membership hence assuming a salient social identity as an aspect of identity-based employee motivation for engagement (Zheng et al., 2013). Social identity theory forms a solid social psychological platform of OID; which is realized when organization membership is salient in addressing the employee’s needs (Zheng et al., 2013). Organizational identification is poised to influence employee engagement since it enables individuals to sideline an organization’s achievement of personal accomplishment (Zheng et al., 2013; Lynn et al., 2011). Employees typified with higher OID showcase augmented work engagement since they view doing such works as a mutually beneficial affair. Evidently, it presupposes that a preferred team climate tends to internalize the organization’s performance linked to their performance (Lynn et al., 2011; Giessner, 2011)
Optimal distinctiveness seeks to apprehend the ingroup-outgroup differences (the need for inclusion and differentiation).Individuals seek to achieve the optimal balance in the imbalance within and between the groups set and the situations prevailing (Kruse, 2012, pg 200). Individuals sought to be established by the valued team to streamline their needs for individuation and belongingness (Shore et al., 2011). Evidently, when uniqueness and belongingness are jeopardized, ODT studies showcase that individuals are compelled to engage in efforts that achieve a balance of what they seek. The association between an individual’s feelings of inclusion by others is linked to the one’s psychological well-being. Nishii (2010) asserts that a strongly inclusive climates reduced the relationships; where lacking support such results to non-work roles that create barriers to the contribution and engagement of the employees (Ryann and Kossek, 2008).
These two motives are in constant antagonism, and if there is too much in one motive, there has to be a subsequent increase in the other motive to create an optimal balance and vice versa. Team climate inclusion and team engagement are inseparable. It is evident the social identity theory, with respect to OID, presupposes that employees with a higher OID seek to include the organization’s performance linking it with their performance, affirming that a better team climate creates a higher engagement. Strong evidence suggests a positive climate within the workplace creates a higher propensity of a highly engaged team (Albrecht, 2012). In turn, a positive climate creates a more engaged employee, whose collective high performance drives business.
Albrecht, S. (2012). The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance : test of a model, International journal of manpower, vol. 33, no. 7, Special Issue: Changing work environments and employee wellbeing, pp. 840-853.Improving team engagement during the time out. (2015). AORN Journal,
Blader, S. L., & Tyler, T. R. (2009). Testing and extending the group engagement model: Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology, 94(2), 445–464.
Giessner, S. R. (2011). Is the merger necessary? The interactive effect of perceived necessity and sense of continuity on post-merger identification. Human Relations, 64(8), 1079–1098.
Lynn, S.,Amy, R., Beth, C.,Michelle,D.,Karen E.(2011). Inclusion and Diversity in Work Groups: A Review and Model for Future Research. Journal of management.
Kruse, (2012). Team-based learning in the social sciences and humanities: Group work that works to generate critical thinking and engagement. Sterling, VA: Stylus Pub.
Shore, M., Randel, A., Chung, B., Dean, M., Ehrhart, K., and Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37, (4), 1262-1289.
Nishii, L. H. (2010). The benefits of climate for inclusion for diverse groups. Unpublished paper, Cornell University, Ithaca, NY.
Ryan, A. M., & Kossek, E. E. (2008). Work–life policy implementation: Breaking down or creating barriers to inclusiveness? Human Resource Management, 47: 295-310
Zheng, X., Zhu, W., He, H. (2013). Procedural Justice and Employee Engagement: Roles of Organizational Identification and Moral Identity Centrality. Journal of Business Ethics DOI 10.1007/s10551-013-1774-3
More Important Things