Create a 12-15 slide presentation to help senior management re-establish a virtual workplace and ensure that virtual workers’ performance and innovation are comparable to those of office workers. You will also need to consider how to raise morale for both virtual employees and office employees.
I/O psychologists are often called upon to support team development in organizations or on team projects. It is useful to explore aspects of working with teams in face-to-face settings, as well as virtual settings.
As an online learner, you have already experienced a virtual approach to education and learning, forming a sort of team with your fellow learners in the course. You have probably also had professional experiences in which some team members worked remotely.
Consider the following questions in regard to your virtual team experiences:
Do we communicate effectively as a team? What can we do to make communication more effective?
Can we develop effective teamwork and leadership at a distance?
Do we feel engaged and part of the team (or the class)?
Are we learning and working together, or separately?
How can we extend the culture and climate of our organization in a virtual setting?
What aspects of the I/O practice (including coaching, assessing performance, training and development, or performance enhancement) can be accomplished at a distance, by means of virtual communication? What aspects should be accomplished face to face?
As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.
What are some current major trends in I/O psychology regarding team development?
What is one major team development trend for a virtual or a face-to-face team setting?
How can you measure performance of a virtual team against the performance of in-office workers?
Consider the following scenario:
Company V is a large communication company known for its high performance and innovation. The leaders hired you to help them find a solution to a problem with their virtual employees. The performance of the virtual employees appears to be falling short of that of the company’s office workers. Although it is not clear whether the difference is perceived or based on data, it is creating the problem of low morale in the office workers. In addition, the company has no examples of innovation from the virtual employees. All ideas leading to new products have come from office workers, who are able to meet as teams. Your job is to re-establish virtual workers, ensure their performance is comparable to office workers, foster innovation, and raise morale for both virtual employees and office employees.
Choose either the organizational or industrial project for your presentation to senior management. You may use the presentation software of your choice. Add speaker’s notes to each slide. This should be the explanation of the information on the slide that you would provide during a real presentation.
Organizational Project
Develop a presentation for senior management that:
Describes the characteristics of a good virtual employee.
Describes how a manager can ensure that virtual employees are as productive as office workers.
Describes how a leader could foster innovation in a virtual team and how it could be measured.
Includes the leader’s approach with virtual employees and any interventions such as training that the leader might use with employees.
Describes in detail the key elements of a virtual team that contribute to high performance and how they might be measured.
Describe a plan for monitoring and sustaining performance and innovation with virtual employees.
Describes how you would prepare managers to do this.
Industrial Project
The leaders of the organization also want to know what type of employee makes for a good virtual employee, how these characteristics can be identified, and a selection strategy for the organization to use in staffing virtual employees.
Prepare a presentation for leaders, using the software of your choice, that addresses the following:
Characteristics of a good virtual employee.
Segment the characteristics by gender and generation, if applicable.
Describe how to identify the characteristics in selection.
Describe how the performance and innovation of virtual employees could be compared with office employees.
Data that would be needed for continuous improvement in the selection process; in other words, how to determine if the selection process is effective.
The relationship between the role of selection and the role of management in achieving performance and innovation with virtual workers, and how you would prepare managers.
Additional Requirements
Written communication: Written communication is free of errors that detract from the overall message.
APA formatting: Resources and citations are formatted according to current APA guidelines for style and formatting.
Software: Use the presentation software of your choice.
Length of presentation: 12–15 slides with speaker’s notes and APA citations.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 2: Assess the level of consistency of current industrial and organizational psychology practices with foundational and historical psychological theories.
Analyze the research that applies foundational theory to current I/O practices.
Competency 4: Apply theory and research to different specialization areas within industrial and organizational psychology.
Explain the fundamental differences between performance management and performance appraisals.
Apply theory and research to a coaching approach for managers.
Competency 5: Apply critical thinking to evaluate current trends and practices in the field of industrial and organizational psychology.
Apply theory and current practices to a performance management plan.
Apply knowledge of I/O trends and practices that monitor, foster, and measure innovation or continuous improvement.
Competency 6: Communicate in a manner that is scholarly, professional, and consistent with expectations for members of the psychological professions.
Support and validate analyses and points of view with relevant, scholarly evidence and real-world examples.
Because this is a psychology course, you need to format this assessment according to APA guidelines, since it is the writing style of the profession. Use this resource to guide your work as needed.
American Psychological Association. (2020). Publication manual of the American Psychological Association (7th ed.). Available in the courseroom via the VitalSource Bookshelf link.
The Master’s in Psychology Library Research Guide: I/O Psychology can help direct your research.
These resources provide information on theory in relation to industrial and organizational practices on virtual teams:
Purvanova, R. K. (2014). Face-to-face versus virtual teams: What have we really learned? Psychologist-Manager Journal, 17(1), 2–29.
Shockley, K. (2014). Telecommuting [PDF]. SIOP White Paper Series.
Resources: Performance Management and Performance Appraisal Resources
Landy, F. J., & Conte, J. M. (2016). Work in the 21st century: An introduction to industrial and organizational psychology (5th ed.). Wiley. Available in the courseroom via the VitalSource Bookshelf link.
Chapter 5, “Performance Measurement,” Module 1, “Basic Concepts in Performance Measurement,” and Module 2, “Performance Rating-Substance,” pages 184–202.
These resources provide examples of scholarly research on types of performance evaluation. Search the Capella library for additional information.
DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress. Journal of Applied Psychology, 102(3), 421–433.
Riratanaphong, C., & van der Voordt, T. (2015). Measuring the added value of workplace change: Performance measurement in theory and practice. Facilities, 33(11/12), 773–792.
Resources: A Coaching Approach for Managers
Leadership styles in multicultural groups: Americans and East Asians working together. Journal of Business Communication, 51(1), 72–92.
This article is directed towards an American audience and describes how different leadership styles affect multicultural groups in organizations.
Lepsinger, R., & DeRosa, D. (2015, May/June). How to lead an effective virtual team. Ivey Business Journal (Online).
This article reviews the best practices of virtual team leaders.
Resources: Innovation and Continuous Improvement in Team
These resources provide information about how leaders can encourage innovation and improvement:
Landy, F. J., & Conte, J. M. (2016). Work in the 21st century: An introduction to industrial and organizational psychology (5th ed.). Wiley. Available in the courseroom via the VitalSource Bookshelf link.
Chapter 13, “Teams in Organizations,” Module 2, “Input-Process-Output Model,” pages 492–502.
Following are examples of scholarly articles on this topic. Search the Capella library for additional information:
Chen, L., Zheng, W., Yang, B., & Bai, S. (2016). Transformational leadership, social capital, and organizational innovation. Leadership & Organization Development Journal, 37(7), 843–859.
This article describes the forces driving innovation in global teams.
Lisak, A., Erez, M., Sui, Y., & Lee, C. (2016). The positive role of global leaders in enhancing multicultural team innovation. Journal of International Business Studies, 47(6), 655–673.
This article examines the role of leaders in fostering innovation in global teams.