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Whatever common knowledge might suggest, in organisational teams familiarity does not breed contempt. Instead, it tends to facilitate interpersonal attraction and cohesiveness (Harrison, Mohammed, McGrath, Florey & Vanderstoep 2003). Scholars have documented that familiarity has a positive effect on productivity in coal mining (e.g. Goodman & Leyden 1991), reduces accidents (Goodman & Garber 1988) and leads to better decision making (Jehn & Shah 1997). Harrison et al. (2003) found that teams comprised with members familiar with each other, either before joining the team or because of time spent working together after the team was formed, outperformed teams comprised of total strangers. In that sense it can be argued that interpersonal familiarity allows teams to focus on the task at hand instead of focusing on getting to know each other. On the other hand familiarity has been found to contribute to reduced negotiation (Peterson & Thompson 1997), poorer decision making and lower performance when membership changes or attrition occurs (e.g. Hollenbeck et al. 1995a).
Define when we should use written channels for communication ? Use written channels when : i) your message is fairly detailed ii) you don't need an immediate response i
Question 1: (i) What can be done to increase the reliability and validly of decisions based on selection interviews? (ii) Why might the use of multiple selection intervie
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Question 1: Human Resource planning is vital for any organisation. Describe the process of Human Resource Planning? Question 2: (a) Differentiate between the following
effective on human resource management depends up on sound reward system
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