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Team Performance Evaluation


Evaluating team performance involves the same principles as evaluating performance in
general. Before one can determine how well the team’s task has been done, a baseline must
be established and goals must be identified. Records of progress
should be kept as the team pursues its goals.
Performance measures generally focus on group tasks, rather than on internal group
issues. Typically, financial performance measures show a payback ratio of between 2:1 and
8:1 on team projects. Some examples of tangible performance measures are:
• productivity
• quality
• cycle time
• grievances
• medical usage (e.g., sick days)
• absenteeism
• service
• turnover
• dismissals
• counseling usage
Many intangibles can also be measured. Some examples of intangibles effected by teams
• employee attitudes
• customer attitudes
• customer compliments
• customer complaints


The performance of the team process should also be measured. Project failure rates
should be carefully monitored. A p chart can be used to evaluate the causes of variation
in the proportion of team projects that succeed. Failure analysis should be rigorously con-
ducted. The continuous improvement methods discussed in chapter V should be utilized.
Aubrey and Felkins  list the effectiveness measures shown below:
• leaders trained
• number of potential volunteers
• number of actual volunteers
• percent volunteering
• projects started
• projects dropped
• projects completed/approved
• projects completed/rejected
• improved productivity
• improved work environment
• number of teams
• inactive teams
• improved work quality
• improved service
• net annual savings

Performance and productivity measures are a vital component of
assessment. Specialists in the field of organizational performance have written about a variety of
possible measurements for use in determining performance and productivity levels. Although
the references used for developing this report addressed measurements which apply at the
organizational level, these measurements can work equally well at the individual or group level.
Choosing at what level to measure performance is a critical step to
developing valid measures. Because interdependencies are extremely difficult to measure on an
individual basis, measuring individual productivity is difficult in a team setting. It would be
inaccurate in most situations to measure group productivity by simply adding up individual
scores because the productivity of individuals in an interdependent work environment does not
add up to the productivity of the group due to other factors such as how well the group works
together, how well priorities are set, and how well the personnel are coordinated and managed.
Organizational productivity measures have a higher probability of being valid measures when
applied to groups, not individuals, and should only be exclusively used to determine individual
performance under certain circumstances

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