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Agile and non-agile teams : The relationship between well-being and job performance

Kreuger, L. (2020) Agile and non-agile teams : The relationship between well-being and job performance.

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Abstract:This research aims at identifying the differences between agile and non-agile teams in well-being, job performance and autonomy and to what extent the relationships may diverge or converge. The study has been conducted by using two samples from two Dutch companies, which differ in the way of working and leadership styles since one represents an agile management and the other one a non-agile management. Research is performed by first analyzing the relationship between well-being and job performance and additionally identifying the role autonomy plays in this relationship. Data retrieved from surveys of employees were analyzed via SPSS. The results show that for both agile and non-agile teams a relationship between well-being and job performance is present, with a stronger and significant positive relationship in agile teams. Additionally, it has been shown that there is a significant higher level of autonomy in the agile teams than in the non-agile teams. Considering the moderating effect of autonomy on the relationship between well-being and job performance, no significant effect has been found for neither the non-agile nor the agile study.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:International Business Administration BSc (50952)
Link to this item:http://purl.utwente.nl/essays/81818
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