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), 759-787. (doi:10.1080/14719037.2010.488862).

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 (N¼3,165) were used to test six research hypotheses and related subhypotheses. 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 nonsignificant 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

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