Overall, our four studies provide strong support for the HQT-Scale and highlight important understandings of HQT and humanistic management in the workplace.Ībstract: Over the past decade, there has been a marked interest in understanding the personal traits of software developers and their influence on the process of assigning people to roles, as has been evident from the growing number of related publications on this topic. That study not only confirms the theoretically implied effects but also shows the HQT Ethically Acceptable factor mediates the detrimental effects of HQT Ethically Unacceptable. Finally, using time-lagged data, study 4 ( n = 308) focuses on New Zealand employees and job attitudes and behaviors, and a well-being outcome.

Study 3 with a large sample of New Zealand employees ( n = 452) again confirms the nature of the construct and provides construct validity tests. We then followed up with a large study of managers ( n = 363) from Nigeria in study 2, which confirms the theoretical properties of the five dimensions of HQT and highlights a two-factor construct: HQT Ethically Unacceptable and HQT Ethically Acceptable using a 20-item HQT-Scale. Our first study generates the 25 items for the HQT-Scale and provides initial support for the items. We build on the theoretical exposition and present a measure of HQT-Scale across several studies including cross-culturally to enhance confidence in our results.

Human Quality Treatment (HQT) is a theoretical approach expressing different ways of dealing with employees within an organization and is embedded in humanistic management tenants of dignity, care, and personal development, seeking to produce morally excellent employees. Through its coverage of important areas of teamworking, the paper contributes to the practitioner and research communities by providing fresh insights into aspects of teamworking and by suggesting new research agendas. However, strong associations between some team roles are observed, indicating weak discriminant validity among some scales in the Inventory. While the evidence is mixed, we conclude that, on balance, the model and its accompanying Inventory have adequate convergent validity.

The psychometric properties of the Team Role Self-Perception Inventory used to assess a person's likely behaviour in a team are examined along with 43 empirical studies that have tested theoretical associations between team roles and other cognitive or behavioural traits. Role theory is used to contextualize the origins of the model. This paper brings together research into and using the team role model developed by Belbin (1981, 1993a) in an attempt to provide an exhaustive assessment of construct validity in light of the conflicting evidence so far produced.

Belbin free