Impact of teamwork on organizational productivity
Pertiangma, Kinsley (2023)
2023
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023062024222
https://urn.fi/URN:NBN:fi:amk-2023062024222
Tiivistelmä
This study was aimed at evaluating the impact of teamwork on organizational productivity at St Louis University Institute, Douala, Cameroon. More specifically, the study evaluated the effect of different teamwork components such as communication, leadership, team trust, and team spirit on organizational productivity.
The study assessed the variables within the framework of some applicable theories, the first of which is the social identity theory. This theory argues that individual behaviour is influenced by group membership and the social categorization processes that underlie perceptions of self and others. In this context, the social identity theory links teamwork to organizational productivity, as it addresses how social identification with an organization can contribute to better work performance and productivity. The association between teamwork and productivity is further supported by the strategic human resource management theory which suggests that an appropriately designed human resource system, which typically includes teamwork, will have a positive effect on an employee’s job satisfaction, commitment, and motivation, leading to behavioural changes that result in improved organizational performance.
A descriptive cross-sectional research design was employed here. A sample survey was carried out among St Louis University Institute employees using self-administered questionnaires. The questionnaires were administered using Webropol. Descriptive statistics were done, and results were presented in a table.
The findings of the study showed that all four constructs had a positive impact on organizational productivity. The highest of them were team trust and team spirit. The aspect with the least agreement was leadership. These findings indicate that employees have a good team spirit and trust among themselves but have a perception of just satisfactory communication and leadership from the managers.
The study assessed the variables within the framework of some applicable theories, the first of which is the social identity theory. This theory argues that individual behaviour is influenced by group membership and the social categorization processes that underlie perceptions of self and others. In this context, the social identity theory links teamwork to organizational productivity, as it addresses how social identification with an organization can contribute to better work performance and productivity. The association between teamwork and productivity is further supported by the strategic human resource management theory which suggests that an appropriately designed human resource system, which typically includes teamwork, will have a positive effect on an employee’s job satisfaction, commitment, and motivation, leading to behavioural changes that result in improved organizational performance.
A descriptive cross-sectional research design was employed here. A sample survey was carried out among St Louis University Institute employees using self-administered questionnaires. The questionnaires were administered using Webropol. Descriptive statistics were done, and results were presented in a table.
The findings of the study showed that all four constructs had a positive impact on organizational productivity. The highest of them were team trust and team spirit. The aspect with the least agreement was leadership. These findings indicate that employees have a good team spirit and trust among themselves but have a perception of just satisfactory communication and leadership from the managers.