Antai College of Economics and Management, Shanghai Jiao Tong University.
Coller School of Management.
J Appl Psychol. 2018 Apr;103(4):443-462. doi: 10.1037/apl0000279. Epub 2017 Dec 14.
While the impact of team reflexivity (a.k.a. after-event-reviews, team debriefs) on team performance has been widely examined, we know little about its implications on other team outcomes such as member well-being. Drawing from prior team reflexivity research, we propose that reflexivity-related team processes reduce demands, and enhance control and support. Given the centrality of these factors to work-based strain, we posit that team reflexivity, by affecting these factors, may have beneficial implications on 3 core dimensions of employee burnout, namely exhaustion, cynicism, and inefficacy (reduced personal accomplishment). Using a sample of 469 unskilled manufacturing workers employed in 73 production teams in a Southern Chinese factory, we implemented a time lagged, quasi-field experiment, with half of the teams trained in and executing an end-of-shift team debriefing, and the other half assigned to a control condition and undergoing periodic postshift team-building exercises. Our findings largely supported our hypotheses, demonstrating that relative to team members assigned to the control condition, those assigned to the reflexivity condition experienced a significant improvement in all 3 burnout dimensions over time. These effects were mediated by control and support (but not demands) and amplified as a function of team longevity. (PsycINFO Database Record
虽然团队反思（又名事后回顾、团队汇报）对团队绩效的影响已经得到广泛研究，但我们对其对其他团队结果（如成员福祉）的影响知之甚少。借鉴先前的团队反思研究，我们提出与反思相关的团队过程可以减少需求，增强控制和支持。鉴于这些因素对于工作压力的重要性，我们假设团队反思通过影响这些因素，可能对员工倦怠的 3 个核心维度（即疲惫、玩世不恭和无效能（成就感降低））产生有益影响。我们使用了一个由 469 名在中国制造工厂 73 个生产团队中工作的非熟练工人组成的样本，实施了一个时间滞后的准现场实验，其中一半的团队接受了结束轮班时的团队汇报培训并执行该汇报，另一半团队被分配到对照组并接受定期的轮班后团队建设练习。我们的研究结果在很大程度上支持了我们的假设，表明与被分配到对照组的团队成员相比，被分配到反思组的团队成员在所有 3 个倦怠维度上都随着时间的推移得到了显著改善。这些影响是通过控制和支持（而不是需求）来介导的，并随着团队寿命的延长而放大。
