Follow-Up Peer Review Questions

 

Information on Follow-Up Peer Review Questions

The different measures below may optionally be included after a CATME Peer Evaluation survey.

Follow-Up Questions
From Ohland, M. W., Bullard, L. G., Felder R. M., Finelli, C. J., Layton, R.A., Loughry, M. L., Pomeranz, H. R., Schmucker, D. G., & Woehr, D. J. (working paper) “Comprehensive Assessment of Team Member Effectiveness: A Behaviorally Anchored Rating Scale.” The “Liking” scale (I like this person as an individual, I consider this person to be a friend, I enjoy spending time with this person) was adapted from Jehn, K. A., & Mannix, E. A. (2001), “The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance”, Academy of Management Journal, 44, 238-251.Scale: 1 = Strongly Disagree, 2 = Disagree, 3 = Neither Agree Nor Disagree, 4 = Agree, 5 = Strongly Agree

  • I would gladly work with this individual in the future
  • If I were selecting members for a future work team, I would pick this person
  • I would avoid working with this person in the future (scale reversed)
  • I like this person as an individual
  • I consider this person to be a friend
  • I enjoy spending time with this person
Team Conflict
From Jehn, K. A. & Mannix, E. A. (2001), “The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance”, The Academy of Management Journal, 44, 238-251.Scale: 1 = None or Not at all, 2 = Little or Rarely, 3 = Some, 4 = Much or Often, 5 = Very Much or Very Often

Task Conflict
  • How much conflict of ideas is there in your work group?
  • How frequently do you have disagreements within your work group about the task of the project you are working on?
  • How often do people in your work group have conflicting opinions about the project you are working on?
Relationship Conflict
  • How much relationship tension is there in your work group?
  • How often do people get angry while working in your group?
  • How much emotional conflict is there in your work group?
Process Conflict
  • How often are there disagreements about who should do what in your work group?
  • How much conflict is there in your group about task responsibilities?
  • How often do you disagree about resource allocation in your work group?
Team Satisfaction
From Van der Vegt, G. S., Emans, B. J. M., & Van de Vuert, E. (2001), “Patterns of interdependence in work teams: A two-level investigation of the relations with job and team satisfaction”, Personnel Psychology, 54, 51-69 (with minor modifications).Scale: 1 = Strongly Disagree, 2 = Disagree, 3 = Neither Agree Nor Disagree, 4 = Agree, 5 = Strongly Agree

  • I am satisfied with my present teammates
  • I am pleased with the way my teammates and I work together
  • I am very satisfied with working in this team
Team Interdependence
From Van der Vegt, G. S., Emans, B. J. M., & Van de Vuert, E. (2001), “Patterns of interdependence in work teams: A two-level investigation of the relations with job and team satisfaction”, Personnel Psychology, 54, 51-69 (with minor modifications).Scale: 1 = Strongly Disagree, 2 = Disagree, 3 = Neither Agree Nor Disagree, 4 = Agree, 5 = Strongly Agree

  • My teammates and I have to obtain information and advice from one another in order to complete our work
  • I depend on my teammates for the completion of my work
  • I have a one-person job; I rarely have to check or work with others (scale reversed)
  • I have to work closely with my teammates to do my work properly
  • In order to complete our work, my teammates and I have to collaborate extensively
Team Cohesiveness
From S.A. Carless, S. A., & de Paola, C. (2000), “The Measurement of Cohesion in Work Teams”, Small Group Research, 31, 71-88 and Loughry, M. L., & Tosi, H. L. (2008), “Performance Implications of Peer Monitoring”, Organization Science, 19 (6): 876-890.Scale: 1 = Strongly Disagree, 2 = Disagree, 3 = Neither Agree Nor Disagree, 4 = Agree, 5 = Strongly Agree

Task Attraction
  • Being part of the team allows team members to do enjoyable work
  • Team members get to participate in enjoyable activities
  • Team members like the work that the group does
Interpersonal Cohesiveness
  • Team members like each other
  • Team members get along well
  • Team members enjoy spending time together
Task Commitment
  • Our team is united in trying to reach its goals for performance
  • I’m unhappy with my team’s level of commitment to the task (scale reversed)
  • Our team members have conflicting aspirations for the team’s performance (scale reversed)
Peer Influences
From Loughry, M. L., & Tosi, H. L. (2008), “Performance Implications of Peer Monitoring”, Organization Science, 19 (6): 876-890 (with some modification).Scale: 1 = Almost Never, 2 = Rarely, 3 = Sometimes, 4 = Often, 5 = Almost Always

How often do members of your team…

Notice
  • See what team members do on the team’s work?
  • Notice what team members are doing on the team’s work?
  • Notice how team members behave?
  • Observe how team members do their part of the team’s job?
Praise
  • Congratulate team members if they are recognized for doing good work?
  • Let others know that a team member is doing good work?
  • Tell team members that they did a good job?
Correct
  • Take action if a team member is doing the job incorrectly?
  • Correct team members when they make mistakes?
  • Let team members know if they are doing something wrong?
Report
  • Tell the instructor if a team member is doing something wrong?
  • Let the instructor know if a team member is not meeting expectations?
  • Tell the instructor if a team member is not keeping commitments to the team?
  • Talk with the instructor about a team member who is letting the team down?
  • Mention to the instructor that a team member is doing a poor job?
Discuss
  • Talk within the team about how team members do the job?
  • Discuss with team members how everyone performs team tasks?
  • Have team conversations about team members’ performance?
  • Communicate openly within the team about members’ performance?
Gossip
  • Gossip about team members who do not perform like the rest of the team?
  • Gossip about team members?
  • Gossip about team members’ performance?
  • Gripe about team members’ performance when they are not present?
  • Complain about team members behind their backs?
Avoid Underperformers
  • Refuse to socialize with teammates who perform poorly?
  • Avoid team members who perform poorly?
  • Exclude poorly performing team members from social interactions?
  • Avoid speaking to poorly performing team members?
Avoid Overachievers
  • Limit contact with team members who have higher expectations for the team’s work?
  • Limit communications with team members who pressure the team to exceed expectations?
  • Avoid contact with team members who push teammates for higher performance?
Urge
  • Pressure other team members to work harder?
  • Push other team members to do better work?
  • Urge other team members to do the best possible job?
  • Try to get other team members to do more work or better work?
Psychological Safety
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.Scale: 1 = Very Inaccurate, 2 = Inaccurate, 3 = Slightly Inaccurate, 4 = Uncertain, 5 = Slightly Accurate, 6 = Accurate, 7 = Very Accurate

  • If you make a mistake on this team, it is often held against you. (scale reversed)
  • Members of this team are able to bring up problems and tough issues.
  • People on this team sometimes reject others for being different. (scale reversed)
  • It is safe to take a risk on this team.
  • It is difficult to ask other members of this team for help. (scale reversed)
  • No one on this team would deliberately act in a way that undermines my efforts.
  • Working with members of this team, my unique skills and talents are valued and utilized.
Team Transition Processes
From Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001), “A temporally based framework and taxonomy of team process”, Academy of Management Review, 26, 356-376 (with minor modifications).Scale: 1 = Not At All, 2 = Very Little, 3 = To Some Extent, 4 = To A Great Extent, 5 = To A Very Great Extent

To what extent does our team actively work to…

Mission Analysis
  • Identify our main tasks?
  • Identify the key challenges that we expect to face?
  • Determine the resources that we need to be successful?
  • Develop a shared understanding of our purpose or mission?
  • Understand the requirements for our team’s work products?
Goal Specification
  • Set goals for the team?
  • Ensure that everyone on our team clearly understands our goals?
  • Link our goals with the project specifications provided by the instructor or client?
  • Prioritize our goals?
  • Set specific timelines for each of our goals?
Strategy Formulation & Planning
  • Develop an overall strategy to guide our team activities?
  • Prepare contingency (“if-then”) plans to deal with uncertain situations?
  • Know when to stick with a given working plan, and when to adopt a different one?
  • Periodically re-evaluate the quality of our working plans?
  • Specify the sequence in which work products should be accomplished?
Team Action Processes
From Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001), “A temporally based framework and taxonomy of team process”, Academy of Management Review, 26, 356-376 (with minor modifications).Scale: 1 = Not At All, 2 = Very Little, 3 = To Some Extent, 4 = To A Great Extent, 5 = To A Very Great Extent

To what extent does our team actively work to…

Monitoring Progress Towards Goals
  • Regularly monitor how well we are meeting our team goals?
  • Use clearly defined metrics to assess our progress?
  • Seek timely feedback from outside the team (e.g., professors or other knowledgeable people) about how well we are meeting our goals?
  • Know whether we are on pace for meeting our goals?
  • Let team members know when we have accomplished our goals?
Resource and Systems Monitoring
  • Monitor and manage our resources?
  • Monitor important aspects of our work environment?
  • Monitor events and conditions outside the team that influence our operations?
  • Ensure the team has access to the right information to perform well?
  • Manage our personnel resources?
Team Monitoring and Backup
  • Develop standards for acceptable team member performance?
  • Balance the workload among our team members?
  • Assist each other when help is needed?
  • Inform team members if their work does not meet standards?
  • Seek to understand each other’s strengths and weaknesses?
Coordination
  • Communicate well with each other?
  • Smoothly integrate our work efforts?
  • Coordinate our activities with one another?
  • Re-establish coordination when things go wrong?
  • Have work products ready when others need them?