Team Relationship Management
Team Relationship Management (TRM) is an approach to strengthen the relationships and effectiveness of a company's teams. It uses feedback and data analysis about team member relationships with the team leader, team mates, and with related teams to improve employee engagement, well-being, and team effectiveness (Hurley, 2017).
The origin of TRM can be traced to the intersection of work motivation, employee engagement, and team performance. The core of TRM – that people's experiences versus their expectations determine the strength of relationships – has a long history in the customer experience sector. Research and practice show that gaps between people's experiences and expectations can fracture relationships and diminish performance. Closing those fractures builds trust, well-being, and effectiveness.
The Relationship Between People's Experiences and Their Expectations
— Alexandra N. 25, UX Designer
— Scott H. 34, Project Lead.
Blending Art and Science
Xmetryx Team Relationship Management software tools combine brain science, behavioral science, and insights into the art of managing relationships. It is the dynamic between expectation (the circumstances that form a baseline psychological contract) and experience (the contextual and psychological factors that determine need satisfaction and meaningfulness), that predict the strength and direction of relationships.
Xmetryx provides leaders with the tools to measure and map experience-expectation gaps and track the results of efforts to close them.
The research foundation underlying Xmetryx TRM tools is broad and deep. It is built upon the four pillars of: Self-Determination Theory (Deci & Ryan, 1985); Engagement Theory (Kahn, 1990); Expectancy Disconfirmation Theory (Oliver, 1977, 1980); and Psychological Contract Theory (Rousseau, 1989).
For more information about Self-Determination Theory, Engagement Theory, Expectancy Disconfirmation Theory, or Psychological Contract Theory, we highly recommend the following references:
- Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York, NY: Plenum
- Deci, E. L., & Ryan, R. M. (2012). Motivation, personality, and development within embedded social contexts: An overview of self-determination theory. In R. M. Ryan (Ed.), The Oxford Handbook of Human Motivation, (pp. 85-107). New York, NY: Oxford University Press.
- Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26, 331-362. doi:10.1002/job.322
- Hurley, J. S. (2017). Engagement strategies for catalyzing IT sales team performance in asia. Available from Dissertations & Theses @ Walden University. (1914683844).
- Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724. doi:10.2307/256287
- Meyer, J. P. (2014). Employee commitment, motivation, and engagement: Exploring the links. In M. Gagne (Ed.), The Oxford Handbook of Work Engagement, Motivation, and Self-Determination Theory, (pp. 33-49). New York, NY: Oxford University Press.
- Oliver, R. L. (1977). Effect of expectation and disconfirmation on post-exposure product evaluations: An alternative interpretation. Journal of Applied Psychology, 62(4), 480-486. doi:10.1037/0021-9010.62.4.480
- Rousseau, D. M. (1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2(2), 121-139.
- Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55, 68-78. doi:10.1037/0003-066X.55.1.68
- Schaufeli, W. B. (2013). What is engagement? In C. Truss, K. Alfes, R. Delbridge, A. Shantz, and E.C. Soane (Eds.), Employee Engagement in Theory and Practice, (pp. 1-38) London: Routledge.
- Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement, organisational performance and individual well-being: Exploring the evidence, developing the theory. International Journal of Human Resource Management, 24, 2657-2669. doi:10.1080/09585192.2013.798921