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Rice University research calls for more ways to measure virtual employee success

As more and more offices have remote workers, managers need to know how to measure virtual employee success. Getty Images

Managers are always hunting for ways to measure performance. They need to know what's succeeding and what's not so they can make adjustments and improve a work team's output. This has led to countless research that looks at ways to measure and boost employee performance. Indeed, one recent study showed there were more than 130 models and frameworks for measuring team performance in the workplace.

But how we do business has been changing in the last two decades. Communication technology and information sharing increasingly has decentralized the workforce. More and more people are working remotely. Consider telecommuters, online messenger services such as Slack and customer service call centers routing their calls across the world. What forces determine how these virtual teams function?

In a recent study, Rice Business professor Utpal Dholakia and colleagues René Algesheimer of the University of Zurich and Călin Gurău of GSCM-Montpellier Business School looked closely at what motivates remote teams and how to measure what they do. They began with a standard input-mediator-output-input model (IMOI) to measure team characteristics such as size, tenure, communication, strategic consensus and intentions. Then they dove further, including expected team performance, actual team performance and past team performance into the equations. Finally, they analyzed the influence of motivational (desire to perform) and rational (shared goals) dimensions.

To conduct the research, Dholakia, Algesheimer and Gurău analyzed professional computer gaming teams, reasoning that such teams work together in highly competitive environments. The gamers' lack of organizational context, meanwhile, eliminated any bias that could be linked to traditional institutional structures such as culture and goals. There was a downside, however: the gaming teams didn't fully replicate the situation of virtual teams in business organizations.

Still, by choosing the European Electronic Sports League (ESL) the researchers were able to pick from more than half a million teams that play in excess of 4 million matches a year. In the end, 606 teams participated in the study by answering a questionnaire in the course of a year. The teams all had stable structures and specific objectives, strategies and training, just like virtual work teams. Data was also collected from the ESL database and included in the model.

The findings: most studies do not consider expected and actual team performance in their calculations. This is important because research shows a strong link between expectation and performance. Including both sets of results can help managers choose the right steps to enhance team strategy and effectiveness. (The study did not analyze issues such as trust, training, conflict resolution or leadership, areas Dholakia recommends for further research).

The framework devised by Dholakia and his colleagues gives researchers a more precise way to analyze remote or international teamwork. It also could help guide managers in examining a team's cultural diversity, and how that might affect output. In a time when the workplace is growing ever less tangible, Dholakia's model is a sturdy tool to measure what's happening out there.

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This article originally appeared on Rice Business Wisdom.

Utpal Dholakia is the George R. Brown Professor of Marketing at Jones Graduate School of Business at Rice University.

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Building Houston

 
 

The Ion has fresh funds to commit to its accelerator programs. Courtesy of Rice University

The Ion — a rising hub for innovation being developed in Midtown by Rice Management Company — has received a $1.5 million grant to go toward supporting its startup accelerator programs.

The grant from the Economic Development Administration is a part of the organization's Build to Scale (B2S) program and will also benefit three accelerators: the Ion Smart and Resilient Cities Accelerator, the Rice Alliance Clean Energy Accelerator, and DivInc Accelerator.

"Receiving this grant is a big win for our city — furthering the Ion's opportunity to bring together leading minds to solve some of our toughest challenges," says Brad Burke, managing director of the Rice Alliance, in a news release from Rice. "We believe that it's a fully collaborative approach that will lead to accelerating energy innovation and sustainable solutions."

All three of these accelerators will be represented in The Ion's Accelerator Hub and will work in collaboration, according to the release, in The Ion, which is expected to open in 2021 with cohorts set to open applications in early 2021.

"We are really excited about working together with DivInc and the Rice Alliance for Technology and Entrepreneurship to realize the full potential of the opportunities that these funds will help unleash," says Jan Odegard, interim executive director of the Ion, in the release.

The Ion Smart and Resilient Cities Accelerator has cycled through two rounds of cohorts — first focusing on resilience and mobility in Cohort 1 then air quality, water purification, and other cleantech in Cohort 2.

The 12-week Clean Energy Accelerator was only recently announced by The Rice Alliance for Technology and Entrepreneurship at the annual Energy Tech Venture Forum earlier this month. The program is established to support Houston Mayor Sylvester Turner's Climate Action Plan.

Meanwhile, DivInc's accelerator comes out of a partnership with the Austin-based nonprofit and The Ion, which was announced in spring of this year. The goal with this program is to increase access to minority entrepreneurs.

"DivInc embodies the mindset that this generation and all the generations of innovators to follow must be inclusive of people of color and women entrepreneurs – who will build successful scalable growth companies to address tomorrow's challenges and opportunities," says Preston James, chief executive officer at DivInc, in the release.

"By removing the barriers that currently exist, we unleash this untapped potential and lift Houston to new economic heights. To do this we must establish strong collaboration with partners like The Ion, Rice University, the EDA and many others."

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