Work Group Performance on Production Operations Management Tasks

Many organizations are initiating the development of high-involvement and self-directed work teams because they believe that such teams can lead to high productivity, better quality, and a closer focus by workers on what the organization is really supposed to be doing (Wright & Brauchle, 1994). However, the best ways to organize such groups in terms of member characteristics have not yet been conclusively established. It seems well known that groups often make better decisions than individuals do, even superior individuals. As far back as 1982, Hill stated, “This review has shown that group performance was generally qualitatively and quantitatively superior to the performance of the average individual” (p. 535). Bradshaw and Stasson (1995) indicated that the body of previous research had amply covered how much groups outperform individuals, citing the “assembly bonus effects” of groups. Other studies (Black, Michaelsen, & Watson, 1989; Cohen, 1994; Cooley, 1994; Freeman, 1996; Regan & Rohrbaugh, 1990) have agreed on the efficiency of groups over individuals in various endeavors. Fisek, Berger, and Norman (1991) developed a theoretical model that predicted participation rates in heterogeneous and homogeneous groups. However, research into the outcomes of homogeneous versus heterogeneous groups is not nearly so unanimous. Shaw (1976) predicted that “groups composed of members having diverse, relevant abilities perform more effectively than groups composed of members having similar abilities” (p. 235), and some later research does indeed seem to support Shaw’s hypothesis. Terwel, Herfs, Mertens, and Perrenet (1994) found that heterogeneous groups were preferable for mathematics tasks. Knupfer (1993) discovered that in learning LOGO language, low-ability students benefited from heterogeneous grouping. Other researchers (Gee, 1992; Goodman & Leyden, 1991; Johnson, 1995; Kelli, Moore, & Tuck, 1994; Savitch & Sterling, 1995; Simsek, 1993; Turpie & Paratore, 1994) have found that heterogeneous groups generate learning or productivity gains, leading them to recommend that groups be heterogeneous in order to facilitate these desirable characteristics. Cragan and Wright (1995) cited Shaw’s synthesis of research on the productivity of heterogeneous and homogeneous groups by stating of heterogeneous groups, “the rich and diverse backWork Group Performance on Production Operations Management Tasks