Team resources were measured by applying the TMX (Team Member Exchange Quality) developed by Seers (1989). Team resource was evaluated in this article to define mutual support, group cohesiveness, trust, responsibility for team goals, and team reciprocity, as defined by the developer.
Published in Chapter:
Relationship Management Competence and Organizational Performance
Murako Saito (Waseda University, Japan)
Copyright: © 2008
|Pages: 7
DOI: 10.4018/978-1-59904-889-5.ch146
Abstract
The competence of organizational management is required to cope with complexity of technology and diversity of social demands for maintaining good interpersonal relationship by the support of advanced technology. The competencies, such as self-management, interpersonal relationship management, play a crucial role in improving individual and organizational performance. Experiences of interpersonal relationship at work are multifaceted with value consciousness, mood states at work, members’ work attitudes in addition with technical knowledge and skills which are constituted of explicit cognitive information. Organizational climate or culture is focused in recent studies to improve human performance by avoiding erroneous actions, accidental occurrences, or withdrawal attitudes such as absent, turnover intention. The participants to organization are expected to act as an actor or some of them as a leader to help in developing themselves and coworkers, building bonds to collaborate with team members, for improving organizational performance and for providing high quality of service. This chapter is focused on the effect of mood states at work on workers perceived health and perceived performance, and on the effect of the competence of interpersonal relationship management on organizational performances.