A performance-driven team, to which some refer as a high-performance team, differs from a common one in its efficiency. It has such general elements as social interaction, meaningful cooperation, different roles, and a purpose (Dominguez et al., 2016). Additionally, a performance-driven team has such features as a direction, a common approach, and mutual accountability, meaning that a member is aware of the impact their actions can have on others (Dominguez et al., 2016).
However, what makes the team performance-driven is a combination of individual talents to create a whole exceeding them and a variety of skills, including technical expertise, problem-solving, and interpersonal ones (Dominguez et al., 2016). Moreover, its members possess the ability to translate purposes into goals, develop a strong commitment to goal accomplishment, and have a supportive leadership, which may be transformative (Dominguez et al., 2016). Such a team is usually small, although an organization can follow the principles of the performance-driven culture, implying that all structures share the described characteristics.
Motivation can differ depending on whether a person wants something in return for performing a certain activity. Intrinsic motivation appears when one derives satisfaction and pleasure from an action and requires no incentives (Kuvaas et al., 2017). On the other hand, extrinsic motivation occurs when a person desires to perform an activity and expects positive consequences (Kuvaas et al., 2017). The two types have a complex relationship, as incentivizing an employee can affect intrinsic motivation (Kuvaas et al., 2017). However, it is more prominent in team performance than extrinsic one due to the association with positive outcomes (Kuvaas et al., 2017).
Thus, the members should be interested in the process for its own sake rather than expect to be rewarded (Kuvaas et al., 2017). If it is necessary to offer incentives, an organization is advised to address the distinct types of motivation separately (Kuvaas et al., 2017). Overall, a team leader or a manager should treat the matter of motivation carefully to achieve the desired outcome.
References
Dominguez, C., Moura, I. C., & Varajão, J. (2016). High performance teams. International Journal of Information Technology Project Management, 7(2), 72–82. Web.
Kuvaas, B., Buch, R., Weibel, A., Dysvik, A., & Nerstad, C. G. L. (2017). Do intrinsic and extrinsic motivation relate differently to employee outcomes? Journal of Economic Psychology, 61, 244–258. Web.