Changes to the economic and industrial marketplace have resulted in the emergence of virtual teams and flatter structures. Given the changing work structures, the study of teams and the factors that influence them has become increasingly important. This need has become more critical given the consistent findings that increased co-worker cohesion can predict performance. However, observed variation in the cohesion- performance relationship is not easily identified. There are also tenuous but established relationships identified in the literature that suggests that there is a relationship between core affect (part of subjective wellbeing), cohesion and performance. This study will examine the relationship between cohesion, core affect and performance. A mediation model is proposed which accounts for the potential relationship between these constructs. This study will utilize the coworker cohesion scales, the Personal Well-being Index (PWI) and measures of workplace performance. The hypotheses include: cohesion will predict performance; task cohesion will be a stronger predictor of performance than social cohesion; high levels of cohesion will predict high levels of core affect and core affect will mediate the relationship between cohesion and performance. Knowledge of group dynamics is limited in some areas, and the confirmation of this model may be of considerable utility within organisations. ABSTRACT Due to the recent transformations that have occurred in the workplace, organisations are increasingly relying on work groups to accomplish organisational objectives. The increases in the number and variety of groups being utilized by organisations, has heightened our need to better understand what makes groups more or less effective. This is critical in understanding how work groups can increase organisational performance and achieve organisational objectives. Organisational performance can be impacted by a variety of workplace factors. Increased theoretical development of constructs such as cohesion and core affect as part of subjective wellbeing (SWB) have lead to increased interest in these two factors and their relationship to workplace outcomes. Research has suggested that individual and organisational performance can be affected by the levels of coworker cohesion and subjective wellbeing.  Group cohesion: “a dynamic process which is the tendency for a group to stick together and remain united in the pursuit of its goals and objectives Task cohesion: is the extent of motivation towards achieving the organisations goals and objectives Social cohesion: the drive to cultivate social interactions within the group  Subjective wellbeing (SWB): is a universal term used to describe how individuals feel about their lives Core Affect: is the main component of SWB; describes how we usually feel, and results from a balance between positive and negative affect. 1 Introduction 2 Participants The Effects of Cohesion and Core Affect on Work Group Performance: A Theoretical Model Tanya Paspaliaris and Kathryn Von Treuer. Deakin University 4 Procedure All employees will have the opportunity to participate: 2/3 employees have access and will complete an online survey at a time convenient to them. These online surveys will be sent to the Deakin server. 1/3 employees do not have access, and will be given a paper based survey. METHOD Figure 1: Hypothesised relationships between variables Recruitment of participants is underway from a major rural health service employees across all levels will have the opportunity to participate. 3 Materials The following measures will be used: Demographic questionnaire Personal Wellbeing Index Cohesion scales will be taken from the Workplace Environment Scale Performance will be measured by individual and management opinion 5. Conclusion This research may help identify factors which may mediate the cohesion -performance relationship and subsequently lead to interventions to improve workplace performance. Research has demonstrated that there are indeed links between cohesion, core affect and performance. A theoretical model was proposed which identified the potential relationships between these constructs (refer to Figure 1) Hypotheses: 1)Cohesion will predict performance and performance will not predict cohesion 2)Cohesion will predict wellbeing 3)Wellbeing will mediate the cohesion- performance relationship