Academic journal article Social Behavior and Personality: an international journal

The Effects of Task Interdependence, Team Cooperation, and Team Conflict on Job Performance

Academic journal article Social Behavior and Personality: an international journal

The Effects of Task Interdependence, Team Cooperation, and Team Conflict on Job Performance

Article excerpt

When performing a task or seeking to achieve a performance goal, group members cannot control the functions, information, or resources needed independently. Hence, they must rely on others to fulfill their performance goals and work tasks. Task interdependence refers to the degree to which team members identify with, and intend to help, one another both through their actions, and through providing resources (Johnson & Johnson, 1999). In a team operation, task interdependence is an important factor that indirectly influences job performance via team cooperation and team conflict.

Corporate business is strongly related to individual job performance. When an individual is under pressure in regard to his or her job performance, team members tend to engage in competition and conflict, which can destroy internal team operations. As a result, the team does not function well, leading to inferior corporate performance (Wang, Yen, & Huang, 2011). In a traditional performance management system, there is an evaluation system to measure the quality of individual job performance. Thus, in this study, we focused on how the job performance of real estate brokers is influenced by team members' cooperation and conflict.

In addition, a work environment in which trust is lacking harms both the team and its individual members (Bradley, Postlethwaite, Klotz, Hamdani, & Brown, 2012). Trust refers to the intention to actively undertake a risk in the context of a personal relationship (Mayer, Davis, & Schoorman, 1995). Mayer et al. described how trust will not only lessen conflict, but also enhance cohesion, cooperative behavior, production and growth, and job performance of team members. Thus, trust is an important factor in the operation of a team. In this study, we therefore, investigated the moderating effect of trust in the relationship between team conflict and job performance.

Although the focus of real estate brokers' work patterns is on individual performance, it has been found (Lee, in press) that team cooperation and trust are also key to successful completion of transactions and have a greater impact than individual performance does on team operation and job performance. To this end, we examined the correlation of task interdependence, team conflict, and team cooperation with team interaction.

In this study, we treated task interdependence as an exogenous variable and trust as a moderator. We sought to provide information to stimulate positive interaction and eliminate negative conflict, effectively increasing cooperation and trust among team members, improving individual job performance, and facilitating the establishment of an effective team management mechanism.

Hypotheses Development

Task Interdependence

Wageman (1995) suggested that there is a positive correlation between task interdependence and team cooperation. Similarly, Wang et al. (2011) investigated the impact of journalists' team interaction and task interdependence on their individual performance and found that when task interdependence is established, team performance will be affected if one person fails to finish a task. According to Wang et al. task interdependence could arouse a sense of responsibility among journalists, improving individual performance and resulting in cooperation. Therefore, we proposed the following hypothesis:

Hypothesis 1: Task interdependence will have a positive impact on team cooperation.

Wageman and Baker (1997) found that task interdependence will increase task conflict because under the conditions of competition and task interdependence, team members will obtain others' resources and even hinder others' success, and this will result in task conflict. Further, Wageman and Baker suggested that, in order to accomplish their work, group members must share data, information, and professional knowledge, and when they do, task interdependence will increase and relationship conflict will reduce. …

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