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Nalini Maniam

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Publications by Nalini Maniam (bibliography)

1994

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Weaver, Jeanne L., Urban, Julie M., Maniam, Nalini and Bowers, Clint A. (1994): Team Skill Acquisition: Team and Individual Performance Effects of Feedback. In: Proceedings of the Human Factors and Ergonomics Society 38th Annual Meeting 1994. pp. 1209-1213.

“Although team development research has, to some extent, addressed the various components of team functioning, leer studies have failed to sufficiently clarify what influences teams as they acquire the various skills that constitute complex team performance. Similarly, research regarding team structure, as of yet, has failed to fully determine how teams under various structures should be trained in order to optimize their ability to perform complex (i.e., both team and individual) tasks. Thus, there is a need to investigate differential developmental trends in teams of varying structure. Additionally, research is required to identify interventions which might optimize the developmental process. Although the effects of feedback are becoming increasingly well investigated, there has been relatively little investigation regarding the impact of feedback given on multiple task performance. The current study investigates the impact of feedback given, over time, regarding team vs. individual tasks in teams of two structures: non-hierarchical vs. product. Results supported the hypothesized differential effects of feedback type during skill acquisition under varying levels of structure.”

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Urban, Julie M., Bowers, Clint A., Morgan, Ben B. and Maniam, Nalini (1994): The Effects of Workload and Uncertainty on Team Development. In: Proceedings of the Human Factors and Ergonomics Society 38th Annual Meeting 1994. pp. 1234-1237.

“Two studies were performed that attempted to test and extend the team development theory of "punctuated equilibrium" proposed by Gersick (1988). In the first study, twelve five-person teams performed a resource allocation task, either under low or high workload. In the second study, twelve three-person teams performed an adapted version of this resource allocation task under either certain or uncertain task conditions. Various aspects of performance were assessed. The results of these studies support Gersick's contention that teams do go through one marked period of transition. However, this transition does not necessarily occur in the midpoint of the team's life cycle.”

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