Empirical Study Critique
The selected article for this critique is “Social Influence Interpretation of Interpersonal Processes and Team Performance over Time Using Bayesian Model Selection” by Alan Johnson, Rens Schoot, Frederic Delmar, and William Crano.
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What was the design of the study?
The authors of the article “Social Influence Interpretation of Interpersonal Processes and Team Performance over Time Using Bayesian Model Selection” used a co-relational study design in order to get the best results. The authors determined the relationships between different interpersonal processes and team performance. The targeted interpersonal processes included “task debate and task conflict” (Johnson, Schoot, Delmar, & Crano, 2015, p. 574). The researchers observed that the interpersonal processes of the targeted teams resulted in improved performance.
What were the independent, dependent, and control variables assessed?
More often than not, co-relational designs explore the relationships between two or more study variables. That being the case, the independent variables included the targeted interpersonal processes. Such variables determined the nature of the targeted performance. This fact explains why team performance was the dependent variable. Such interpersonal processes will eventually determine the performance and success of the targeted team (Johnson et al., 2015).
What kind of data was used to assess these three variables?
The above variables forced the researchers to gather the best data for the study. The researchers presented ordinal scales. Such scales made it easier for the authors to provide the best information about “the level of task conflicts and achievement of the targeted goals” (Johnson et al., 2015, p. 575). This knowledge explains how task conflict has the potential to increase the relationship between the targeted learners. The practice will eventually improve the level of team performance (Lim & Tai, 2014).
Evaluating the study
The above article presents useful ideas to the reader. The authors used the Bayesian estimation technique to support the above theory. The study observed that members’ interpersonal processes will always determine the performance of the teams within a specified period. Such interpersonal processes usually unfold within a specified period of time. This development encourages targeted individuals to focus on the best outcomes (Curran & Walsworth, 2014). The above study approach made it easier for researchers to come up with the best discussions. This knowledge is also applicable in different organizational settings. For instance, employees should use their interpersonal processes in order to become more innovative. Such individuals will “also focus on the best practices and eventually improve the level of participation” (Becker & Cropanzano, 2015, p. 236). The concept of teamwork will also emerge and eventually produce the best outcomes (Kraimer, Tukeuchi, & Frese, 2014).
Becker, W., & Cropanzano, R. (2015). Good acting requires a good cast: A meso-level model of deep acting in work teams. Journal of Organizational Behavior, 36(2), 232-249.
Curran, B., & Walsworth, S. (2014). Can You Pay Employees to Innovate? Evidence from the Canadian Private Sector. Human Resource Management Journal, 24(3), 290-306.
Johnson, A., Schoot, R., Delmar, F., & Crano, W. (2015). Social Influence Interpretation of Interpersonal Processes and Team Performance over Time Using Bayesian Model Selection. Journal of Management, 41(2), 574-606.
Kraimer, M., Tukeuchi, R., & Frese, M. (2014). The Global Context and People at Work: Special Issue Introduction. Personnel Psychology, 67(1), 5-21.
Lim, S., & Tai, K. (2014). Family incivility and job performance: A moderated mediation model of psychological distress and core self-evaluation. Journal of Applied Psychology, 99(2), 351-359.