Team Relationship Management
Team Relationship Management (TRM) is an approach to improving the effectiveness of an organization's teams and the wellbeing of the people on those teams. It uses feedback and data analysis about key relationships — team members with the team leader; between team mates; and among related, interdependent teams — to understand and influence critical team processes and behaviors (Hurley, 2017).
TRM origins are at the intersection of work motivation, employee engagement, and team performance. The TRM heuristic measures people's experiences versus their expectations to understand relationships gaps. Research and practice show that gaps between people's experiences and expectations can fracture relationships and diminish performance. Closing those fractures builds the strong trusting relationships that enable greater team effectiveness and individual wellbeing.
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