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Team Cohesion in the Restaurant Industry: the Influence of Core Evaluations

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Team Cohesion in the Restaurant Industry: the Influence of Core Evaluations University of Central Florida STARS Electronic Theses and Dissertations, 2004-2019 2016 Team Cohesion in the Restaurant Industry: The Influence of Core Evaluations Marissa Orlowski University of Central Florida, [email protected] Part of the Hospitality Administration and Management Commons, and the Tourism and Travel Commons Find similar works at: https://stars.library.ucf.edu/etd University of Central Florida Libraries http://library.ucf.edu This Doctoral Dissertation (Open Access) is brought to you for free and open access by STARS. It has been accepted for inclusion in Electronic Theses and Dissertations, 2004-2019 by an authorized administrator of STARS. For more information, please contact [email protected]. STARS Citation Orlowski, Marissa, "Team Cohesion in the Restaurant Industry: The Influence of Core Evaluations" (2016). Electronic Theses and Dissertations, 2004-2019. 4966. https://stars.library.ucf.edu/etd/4966 TEAM COHESION IN THE RESTAURANT INDUSTRY: THE INFLUENCE OF CORE EVALUATIONS by MARISSA ORLOWSKI B.A. Michigan State University, 1998 M.B.A. University of Colorado at Colorado Springs, 2012 A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Hospitality Management in the Rosen College of Hospitality Management at the University of Central Florida Orlando, Florida Spring Term 2016 Major Professor: Abraham Pizam © 2016 Marissa Orlowski ii ABSTRACT Team cohesion has been clearly established in the literature as an essential component of effective work teams, yet little research has been conducted in regard to what factors lead to cohesion within a restaurant management team. What is currently known about the antecedents of cohesion indicates that it emerges from individual team member attitudes and perceptions as a collective property of the team. This, in turn, suggests cohesion is influenced by the dispositional traits of team members. The core evaluations construct, which represents a model of dispositional traits existing within each individual at the most basic level, offers implications for the emergence of cohesion in both of its forms, task cohesion and social cohesion. To help bridge the gap in prior research, this study was conducted to investigate the influence of core evaluations on team cohesion within restaurant management teams. This study first adopted and modified Judge et al.’s (1997) theoretical model of core evaluations, advancing a model in which two types of core evaluations, self and external, were both second-order latent constructs each reflected by four first-order evaluative traits. The proposed trait structure was then tested. Finally, drawing on approach/avoidance theory and social exchange theory, this study hypothesized a multilevel model in which the dispositional traits of core self-evaluation (CSE) and core external-evaluation (CEE) at the individual front-line manager level have positive effects on task and social cohesion within restaurant management teams. To accomplish the objectives of this study, a survey research design was employed. The survey instrument was comprised of four sections: core self-evaluation, core external-evaluation, team cohesion, and demographic profile. Data were collected from managers employed by four restaurant franchise groups, resulting in a useable sample of 317 individual responses composing iii 76 teams ranging in size from 2-6 members. Confirmatory factor analysis was conducted to test the factor structure of CSE and CEE, as well as the overall measurement model. The task and social cohesion items were then aggregated to the team level and multilevel structural equation modeling (MSEM) was conducted to test the relationships between latent constructs. The results of this study supported the second-order factor structure of core evaluations. CSE was shown to be reflected by self-esteem, generalized self-efficacy, emotional stability, and locus of control. CEE was shown to be reflected by belief in a benevolent world, belief in a just world, and belief in people. Due to sample size, a reduced-parameter model was developed in which CSE and CEE were treated as sub-dimensions and measured by mean scores. MSEM results from this model showed that CSE had significant positive effect on team task cohesion whereas CEE had a significant positive effect on team social cohesion. These results offer numerous theoretical and practical implications for the study of core evaluations, team cohesion, and micro-macro phenomena, which are discussed in the final chapter. Limitations and suggestions for future research are also discussed. iv ACKNOWLEDGMENTS Somebody famous once said “It takes a village to raise a child.” This dissertation has become my baby, and I most certainly have an entire village to thank. First and foremost, to the chieftain, the high priest, the village elder, my committee chair…Dr. Abraham Pizam, you’ve worn many hats as you’ve guided me through this process. Thank you for trusting my “elevator pitch” and agreeing to take me on, for your counsel in all its forms, for telling me that Plan F was not an option, and for the occasional not-so-subtle nudge to just finish this thing. To my committee members…Dr. Cynthia Mejia, thank you for your attention to detail, for your commitment, and for nerding out with me. Dr. Edwin Torres, thank you for pushing me to be more than good, and for a whole new perspective on a certain theme park. Dr. Stephen Sivo, thank you for ever present faith in my abilities. You once told me I was marked as a scientist, which means more to me than I can ever express. I must also thank Michael “Doc” Terry, Dr. Duncan Dickson, and Lori Shuff…it is because of your willingness to go to bat for me that I got the data I needed to complete this project. As for the rest of my village…to my mom and dad, who have been patiently explaining to friends and family for the last four years that “No, she’s not going to be that kind of doctor”, thank you for always believing in me. To my friends…you are the most amazing group of supportive women (and Sean) I could ever ask for…thank you for listening, and I promise to stop talking about my dissertation…eventually. And saving the best for last…to Dave…you are the love of my life, my emotional rock, the voice of reason and calm. Thank you for our Romeo & Juliet brainstorming sessions, for keeping me supplied with chocolate, soup, and wine, and for understanding that one more hour really means six…I could not have done this without you. v TABLE OF CONTENTS LIST OF FIGURES ........................................................................................................................ x LIST OF TABLES ......................................................................................................................... xi LIST OF ACRONYMS/ABBREVIATIONS .............................................................................. xiii CHAPTER ONE: INTRODUCTION ............................................................................................. 1 Background ............................................................................................................................... 1 Problem Statement .................................................................................................................... 4 Purpose of Study ....................................................................................................................... 6 Significance of Study ................................................................................................................ 7 Definition of Key Terms ........................................................................................................... 9 CHAPTER TWO: LITERATURE REVIEW ............................................................................... 11 Teams, Team Types, and Teamwork ...................................................................................... 11 Team Cohesion ....................................................................................................................... 19 Conceptual Definition ....................................................................................................... 19 Measurement of Cohesion ................................................................................................ 22 Consequences of Cohesion ............................................................................................... 25 Antecedents of Cohesion .................................................................................................. 28 Core Evaluations ..................................................................................................................... 30 Core Self-Evaluation ......................................................................................................... 32 vi Core External-Evaluation.................................................................................................. 37 Measurement of Core Evaluations .................................................................................... 40 Theoretical Framework & Hypothesis Development ............................................................. 43 Core Evaluations as Higher Order Constructs .................................................................. 44 Core Evaluations and Team Cohesion .............................................................................. 48 CHAPTER THREE: METHODOLOGY ....................................................................................
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