A team management model using peer evaluations and the analytic hierarchy process

Teams have naturally progressed from American industry\u27s interest in continuous improvement and elimination of waste, which are Total Quality Management concepts. They have replaced layers of management as organizations downsize in an attempt to more effectively produce and deliver. Ineffectiveness of evaluation methods is a problem that has arisen with the implementation of teams. Team members are often not given individual credit for contributions as they assume responsibility for process management. In this study a model is developed for team management by measuring team performance that captures individual contribution to the team objective. The objective is defined in measurable terms whereby results are readily observable. Team members evaluate each other\u27s contribution using the Analytic Hierarchy Process. This study explores the hypothesis that team members would find this model a more desirable tool than current supervisor/subordinate methods. This hypothesis is tested in a classroom environment in which students are required to perform two team exercises. One exercise is graded using the traditional teacher/student method while the other uses the model developed in this instrument. In addition, case studies are presented that describe organizations in which the model is installed. A description of the organizations and reaction from team members is included