![]() Pertaining to the procedures of TTA, Burke (2004) proposed seven steps: 1) conducting a requirements analysis, 2) identifying the job tasks, 3) identifying a taxonomy of teamwork, 4) conducting a coordination analysis, 5) determining relevant task work and teamwork tasks, 6) deriving KSAs from tasks and 7) linking KSAs to team tasks. Research has shown that team relatedness and team workflow can be used as effective metrics for interdependence (Arthur, Edwards, Bell, Villado & Bennett, 2005 see also Arthur et al., 2012). Due to the lack of research dedicated to validating TTA techniques, typical TTA has employed methods from individual-based task analysis, which often ignores the important contextual factors and multilevel principles entailed in a TTA (Mohammed et al., 2010).Īs jobs performed in a team do not necessarily require team interdependence, team- based job analysis should employ specific strategies to uncover and differentiate individual- and team-based tasks via the level of coordination and interdependence (i.e., the extent to which successful performance of the job relies on team members working together). Most research on team job analysis has either been part of a larger study on team selection or an application of TTA in specific team interventions (Zaccaro & DiRosa, 2012). Similar to individual-based selection, team task analysis is crucial to the success of team selection, yet research pertaining to TTA has only recently emerged (see Arthur, Villado & Bennett, 2012 Cannon-Bowers & Bowers, 2011 Mohammed, Cannon-Bowers & Foo, 2010). While job analysis conducted for team assessment and selection may in many ways resemble its counterpart for individual-based selection, team-based job analysis requires consideration of a variety of factors that contribute to both effective task performance and effective teamwork. The goal of a team task analysis (TTA) is to identify KSAOs that can optimize the completion of team tasks. The importance of task interdependence is highlighted in a metaanalysis by Gully, Devine and Whitney (2002), who found that task interdependence moderated the cohesion-performance relationship such that the relationship was stronger when task interdependence was high. On this notion, Cannon-Bowers and Bowers (2011) proposed four categories of team tasks based on interdependence: 1) pooled interdependence (group output is the sum of individual output e.g., sales teams), 2) sequential interdependence (group output is a sequence of individual output e.g., assembly lines), 3) reciprocal interdependence (group output is an interaction between two team members e.g., command-and-control teams) and 4) team interdependence (group output is an interaction among all team members e.g., selfmanaged work teams). Multiple perspectives have been taken to describe team task demands, and many of them place interdependence at the core of understanding the nature of team tasks.
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