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Cohesiveness and Productivity Dynamics

Cohesiveness significantly impacts group productivity, with the relationship being influenced by performance-related norms. High cohesiveness combined with high performance norms leads to the highest productivity, while low norms with high cohesiveness result in low productivity. Conversely, low cohesiveness with high norms increases productivity, but not as much as in the high cohesiveness/high norms scenario, and both low cohesiveness and low norms lead to low-to-moderate productivity levels.

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Dauhuyen
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25 views1 page

Cohesiveness and Productivity Dynamics

Cohesiveness significantly impacts group productivity, with the relationship being influenced by performance-related norms. High cohesiveness combined with high performance norms leads to the highest productivity, while low norms with high cohesiveness result in low productivity. Conversely, low cohesiveness with high norms increases productivity, but not as much as in the high cohesiveness/high norms scenario, and both low cohesiveness and low norms lead to low-to-moderate productivity levels.

Uploaded by

Dauhuyen
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

What is the relationship between performance norms, cohesiveness, and group

productivity?
Answer: Cohesiveness affects group productivity. The relationship between cohesiveness and
productivity depends on the group’s performance-related norms. If norms for quality, output, and
cooperation with outsiders are high, a cohesive group will be more productive than a less
cohesive group. But if cohesiveness is high and performance norms are low, productivity will be
low. If cohesiveness is low and performance norms are high, productivity increases, but less than
in the high-cohesiveness/ high-norms situation. When cohesiveness and performance-related
norms are both low, productivity tends to fall into the low-to-moderate range.

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