CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Historically, with the now classic Hawthorne Studies the emergence of the teamwork

idea can be traced back to the late 1920s and early 1930s (Hoegl & Hans, 2011).

These involved a series of research activities designed to study in depth what

happened under different conditions to a group of workers. One of the original

scholars, Elton (2013), pointed out some crucial factors that had been established for

the creation of an efficient working team. This has been discovered that the output of a

worker is influenced by internal and external social pressures, and informal

associations within the work plant influence the employees ' behaviors and attitudes. It

was also found that employees valued aspects such as being respected for their work,

feeling comfortable and feeling of belonging as more important than physical working

conditions (Dulivedi, 2016). These research findings prompted companies to consider

seriously the idea of grouping their employees into effective work teams, and they

remain important considerations for human resource developers to this day (Hamada,

Thabet & Muzaffar, 2017).

Teams have therefore evolved over the past three decades to meet the changing and

dynamic complexity of organizational activities. Sonal and Theophilus (2016) defined

four team categories: production/service, consulting/implication, project/development,

and action/negotiation. At the production level initially teams were formed to produce

goods or services, often with little involvement of supervisors, staff or office

1
personnel. Thus, employees are split into different groups of area of specialty. This is

commonly used in all the departments in the organisation (Sonal & Theophilus, 2016).

While these teams made decisions and consulted management, their effectiveness was

often limited because they were not competent enough to enact the suggested changes

(Pearson 2012). Later, white collar project / development teams worked on delegated

or initial programs. Such teams concentrated on creativity rather than execution, and

retained a wide autonomy and extended lifespan (Sundstrom, De-Meuse & Futrell,

2010). Action / negotiation-focused teams were usually comprised of highly qualified

and experienced people who cooperated in brief success events. Often, these teams

performed management functions by integrating ideas and activity across various

functional areas (Mohrman & Mohrman 2017).

It is however obvious that management uses teamwork approach to align employees

towards attainment of organizational goals and also to facilitate group harmony

(Dulivedi, 2016). The advantage of teamwork development is significant productivity

growth in the spheres that require creative solving of different tasks, a high degree of

adaptability and operational management (Okechukwu, 2015). Teamwork though not

a financial strategic or technologic factor shares similar attributes and that makes it a

means of competitive advantage for businesses (Ahmed and Shafiq, 2014).

Meanwhile, an essential ingredient to effective teamwork is attracting and keeping the

right team members that will facilitate productivity in an organization. This in turn

will create a high performance organization that is flexible, effective and most

importantly profitable.

2
Thus, the success of any organization or institution requires the positive force of

teamwork development because it helps the employees to empower and develop

themselves and their potentials, as well as learning the proper strategies to achieve the

required tasks efficiently. The positive relationship and cooperation between workers

also helps them to better understand the role of teamwork in building human society

and helping people achieve the shared objectives and aspirations they all need (Alie,

Beam & Carey, 2018). According to Wageman (2017) the teamwork of the company

is the only way to do something with quality and productivity and a major explanation

why economic growth is under pressure and the success of the business is analyzed by

top management to achieve the desired goals. Most successful companies do not hire

an individual who cannot work on teams to resolve conflicts and accomplish various

tasks, and this demonstrates the importance of working together as an essential skill in

the work environment.

Recent study suggests that workers working within the team will generate more

production than individuals (Jones, Richard, Paul, Sloane & Peter, 2017). In Nigeria,

organizations such as Roban Store have embraced team work similarly in their core

values because it helps them to accomplish their goals easily (Okechukwu, 2015). In

West Africa, Alie et al (2018) contrasted West African organisations with those in the

United States and the United Kingdom and the method used to shape teams in West

African countries was substantially different. Working in a team empowers and helps

people develop flexibility, which is a source of deep work satisfaction and lowers

stress (Hayes, 2015). There are numerous ways in which workers feel they are happy

with their employment by factors of encouragement such as wage raise and

3
acknowledgement. In situations where workers are not motivated and acknowledged

they do not have good team work and at the same time struggle to achieve their goals.

Both in the UK and USA, researches done by psychologists have affirmed that teams

can expand the outputs of individuals through collaboration and that employees who

are working in teams become the standard for the organization’s performance (Flick,

2016; Hamada, Thabet & Muzaffar, 2017). This study therefore seeks to critically

assess teamwork development and organisational performance.

1.2 Statement of Problem

Weak development and implementation of team work in organizations has had an

impact on employee productivity in organizations as a whole. Employees thus

developed behavioral and attitudinal arrangements against the employer which in

some cases resulted in low team spirit, dissatisfaction and even mistrust, hence low

workplace output. Ethnocentrism also weakened team spirit in most Nigerian

organizations and understudy of the organizations is not exceptional. Coupled with the

previous factors mentioned, employees are no longer committed to achievement of

organizational targets as such but rather interested in achieving their personal

satisfaction. Work attitude is said to be low, there is persistent and spiraling demand

for wage increases, better service conditions, and the welfare of the general worker.

Nonetheless, it is noted that one of the contributions of lack of efficiency in teamwork

in most organizations in Nigeria is due to poor organizational leadership styles, poor

workforce communication styles, lack of workforce motivation and some of these

prevailing challenges have impeded organizational development.

4
Furthermore, if these problems continue to exist in organizations, management may

find it difficult to get workers to work as a team thereby making it difficult to

accomplish corporate objectives, goals and priorities. Most organisations handle

workers in ways that could inevitably yield sub-optional results thus jeopardizing

organisation’s chance of success in achieving their set goals and objectives. However,

to provide solutions to the above raised problems; this study aimed to examine

teamwork development and organisational performance.

1.3 Objectives of the Study

The broad objective of the study is to examine teamwork development and

organisational performance. The specific objectives are;

i. To determine the effect of team leadership-style on customer’s satisfaction.

ii. To ascertain the extent to which team trust affects employee creativity.

iii. To examine how information sharing affects organisational goal attainment.

1.4 Research Questions

For the purpose of this research, the following research questions were formulated to

guide this study:

i. To what extent does team leadership-style affect customer’s satisfaction?

ii. What is the extent of the effect of team trust on employee creativity?

iii. How does information sharing affect organisational goal attainment?

1.5 Research Hypothesis

Ho1: Team leadership-style has significant positive effect on customer’s satisfaction.

5
Ho2: Team trust has significant positive effect on employee creativity.

Ho3: Information sharing has significant positive effect on organisational goal

attainment.

1.6 Significance of the Study

The study will be beneficial to the following:

Corporate Organisation: The findings of this study will enhance policy formulation

as regard teamwork in the organisation in Nigeria.

General public: This study will serve as a tool to educate the public on the effect of

teamwork on organisational productivity and in grain in the people the benefits of

collaboration thereby enhancing the culture of teamwork.

Academia: This study will also contribute to the existing knowledge on

organisational team work. The study will be a useful material to future researchers

who may wish to use this study as a reference material to undertake their own

extended study.

1.7 Scope of the Study

Content scope: This will be limited to Roban Store, Enugu state. The study will look

specifically on the following variables: Team leadership-style, Team trust and

information sharing which are the independent variables while customer’s satisfaction,

employee creativity and organisational goal attainment stands as the dependent

variables.

6
Geographical scope: Geographically, this work will restricted to the activities of

Roban Store Enugu; which are Roban Store Agban Road store and Roban Store

Independence layout store.

Time Scope: This study covers the period of January 2020 to August 2020.

1.8 Limitations of the Study

It is necessary to note that the research findings only reveal the view of the

organizations under the study which is Roban Store Enugu, so it cannot be assured to

be the same for every organization. Thus, the generalization of the finding is also

limited greatly because the sample was only drawn from Roban Store Enugu which is

not a representative of all the organizations in Nigeria.

Also, time factor is one of the limiting factors of the study as there were little

difficulties in meeting up with schedules with respondents, supervisors and also

balancing time for attending lectures.

However, the study made use of descriptive sampling techniques which are very liable

to a number of biases such as the problem of sample representatives that are likely to

affect the generalization of the population and the commendations.

1.9 Profile of Roban Stores

Roban Stores is a retail shop that started as “Ultimate gifts store in 1990 in Benin, Edo

State but was renamed as Roban Store in 1999 with its establishment in Enugu State.

The store deals with variety of household use products. Due to the success of the

7
store, Roban store extended its store to Akwa, Anambra State and Abakaliki, Ebonyi

State.

Roban store have the vision of delivering great products and services to customers

every day. The firm puts its customers at heart of everything they do and have

invested in their store, staff and process to deliver a seamless shopping experience.

The firm strong culture and values which are part of the cure purpose and integral to

the success of Roban Store

Roban store do not only deal on retailing but also has pastry and confectionary

products and services. The store also deal on beverages, wine and drinks, home ware,

household interior decoration, languages, travel accessories, Engineering tools and

Electronics.

From 1999 till date, Roban Store has achieved alot through expansion and market

growth. More recently is the Abakaliki store that was opened in 2017 and 2018

opened another store in Trans-ekulu Enugu, in order to increase its reach and gain

more market presence.

8
 REFERENCES

Ahmed, M. & Shafiq, S. (2014). The impact of organizational culture on organizational

performance: A case study of telecom sector. Global Journal of Management and
Business Research, 14(3), 21–30.

Alie, R.E., Beam, H. & Carey, T.A. (2018). The use of teams in an undergraduate
management programme. Journal of Management Education, 22(6), 707-719

Dulivedi, R.S. (2016). Human relations and organizational behaviour. 5th edition,
Boston: Irwin Publishers.

Duel, J. (2010). Teamwork in action: military teams preparing for, and conducting Peace
Support Operations

Hamada, F., Thabet, A. & Muzaffar, A. (2017). Impact of teamwork effectiveness on

organizational performance Vis-a-Vis role of organizational support and team
leader's readiness: A study of saudi arabian government departments work teams.
Journal of Engineering and Applied Sciences 12 (8): 2229-2237,

Hoegl, M. & Hans G.G. (2011). Teamwork quality and the success of innovative projects:
a theoretical concept and empirical evidence. Organization Science,12(4), 435–
449.

Jones, A., Richard, A., Paul, D., Sloane, K., & Peter, F. (2017). Effectiveness of team
building in organization. Journal of management, 5(3), 35-37.

Mohrman, S.A. & Mohrman, A.M. (2017). Designing and Leading Team-Based
Organisations, Jossey-Bass, San Francisco.

Okechukwu M. A. (2015).Teamwork and Employee Performance in The bonny Nigeria

Liquefied Natural Gas Plant. Strategic Management Quarterly, 3(4): pp. 39-60.

Pearson, C. (2012). ‘Autonomous workgroups: An evaluation at an industrial site’,

Human Relations, 45(9): pp 905–37.

Sonal, A. & Theophilus, A. (2016).Effect of teamwork on organizational productivity.

European Journal of Business, Economics and Accountancy, 4(6), 40-50.

Wageman, R. (2017). Critical Success Factors for Creating Superb Self – Managing Teas
at Xerox , Compensation and Benefits Review, 29(5): pp.31-41.

9
 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.0 Introduction

This chapter deals with the literature review and the chapter is divided into the

following sub-headings: conceptual review, theoretical framework, empirical review,

summary of reviewed literature and research gap.

2.1 Conceptual Framework

2.1.1 Teamwork

There is rarely any semantic unanimity in the use of the term “team”. It is not

uncommon to hear of production teams, service teams, management teams or even the

whole enterprise being referred to as a team. Nnabuife (2009) provides a number of

lexical collocates left and right of the term team such as teamwork, command team,

team structure or team-based structure, team building, team spirit, team leadership,

team players, team norms and team management. She explains that the meaning

attached to the notion of team and the reasons why a team is formed can at times, be

deduced from these collocations. In her circular definition of teamwork, Nnabuife

states that “teamwork…is a process of using teams in accomplishing tasks within

organisations” (Nnabuife, 2009).

Teamwork can also be a combination of reliable employees who supportively target to

achieve teamwork results or face the consequences together, they further stated that

reliable teamwork when formed can enhance the motive of members and build their

10
work habit to put more effort to whatever kind of job so as to obtain good result and

also build employee’s performance (Parker & Wall 2009). Harris & Harris, (2016)

also defined teamwork as a collective agreement or the determination to set a target

whereby teams can competitively grow and work with a common mind set to

accomplish the expected group target. Keller (2011) viewed team work as section of

people who gather together interdependently, working with one accord to solve issues.

Employee performance is clearly said to be the extent to which teams attain

established quality and flexibility purposes through its set goal (Hoegl & Parboteeah,

2013).

Further, Teamwork is a group of two or more persons who share their work and

responsibilities in order to carry out a particular goal (Richard, 2011). Teamwork was

earlier studied as employees combine their efforts to achieve a common objective by

keeping in view the interest of the overall group instead of individual interests

(Chukwudi, 2014). Cook, Chaganti and Haksever (2009) stated that many scholars in

the world are agreed that organizations may achieve goals or objectives through

individuals, but their major accomplishment remain in the goals achieved by teams

(teamwork). “Teamwork is a mutual effort in which each person delivers his or her

individual efforts and views to the effectiveness of overall group”. The above

statement does not indicate that individuals are no more valuable for organizations,

but it does indicate that achievements through valuable and efficient teamwork are not

possible through individuals (Reenen, 2017).

Thus, teamwork facilitates employees to cooperate with each other, improve their

skills and deliver useful response without any dispute between them (Jones, Richard,

11
Paul, Sloane and Peter 2007). Beyond that, employees feel empowered in teamwork

and this make them independent which is the basis of job satisfaction and minimum

stress level (Oso, 2012). In an environment of belief and honesty, employees feel free

due to which new and productive ideas arise and the team feels that ultimate goal

being achieved (Al-Salman and Hassan 2014). The organizations have increased

employee performance, higher productivity and efficiency and have the ability to

solve problems quickly which mainly and mostly focuses on teamwork (Gallie,

Felstead and Green 2009). (Manzoor, Ullah, Hussain and Ahmad, 2011) assumed that

employees work confidently in teams as they are supported by the upper level

management and as a result, this increases their productivity. Furthermore, (Gallie,

Felstead, and Green 2009) described that teamwork encourage employees to use their

knowledge, skills, capabilities and cooperate with their co-workers in order to

maximize the performance of overall organization.

Further, Ingram (2010) opined that teamwork is a strategy that has a potential to

improve the performance of individuals and organizations, but it needs to be nurtured

over time. Organizations need to look at strategies for improving performance in the

light of increasingly competitive environments. Top managers need to have the vision

to introduce teamwork activities within the organizations, the sensitivity to nourish it

and the courage to permit teams to play an important part in decision making. Mba

(2015) holds the idea that teamwork improves manpower utilization and potentially by

raising performance of not just the individual but the organization ultimately, because

it can expand the output of individuals through collaboration. Hence, Sonal &

Theophilus (2016) opined that teamwork enable the process of working

12
collaboratively with a group of people in order to achieve a goal. The external factors

of teamwork are the political, economic, social and technological factors that affect

teamwork whiles the internal factors of teamwork constitute leadership style, diversity

(culture, talent and personalities) communication, cohesiveness etc. which affects

teamwork.

2.1.2 Factors affecting teamwork effectiveness

There are often dozens of internal and external factors that separate effective and

ineffective teams. Moreover, what makes some teams strong, be it competitiveness,

toughness or high energy levels, can make other teams weak; That said, there are a

few factors of effective teamwork that are common to teams of all types. These factors

include culture, communication and leadership.

2.1.2.1 Leadership

The word leadership can refer to; the process of leading, those entities that perform

one or more acts of leading, or the ability to affect human behavior so as to

accomplish a mission designated by the leader. House defines "leadership"

organizationally and narrowly as the ability of an individual to influence, motivate and

enable others to contribute toward the effectiveness and success of the organization of

which they are members. Hackman (2012) states that leadership "involves moving a

system from where it is to some better place" (Hackman 2012).

Study shows that the present organizational focus on revitalizing and transforming

organizations in order to meet its competitive challenges ahead has been accompanied

by increasing interest among leadership of organisations (Ross & Offerman 2009).

13
Bass (2015) opined that transformational leader can produce sweeping changes in

organizations and societies by exhibiting three types of behaviors; charisma,

intellectual stimulation and individualized consideration. The work of Bass and others

on transformational leadership strongly argues that such leaders are necessary for

optimal team member satisfaction and organizational performance (Hater, & Bass,

2009; Seltzer & Bass, 2010).

The charismatic leaders have a dark side in that they have a personality that helps

them advance to top management (Hogan, Raskin & Fazzini (2009). Ross & Offerman

(1997) report that this is difficult to evaluate because research in transformational

leadership focuses on the effects of leadership on team members satisfaction. It is

unknown whether transformational leaders have different personality profiles than

their non transformational counterparts.

It was suggested that charismatic leaders are differentiated from non charismatic by

their striving to change the status quo (Congo & Kanungo. 2019). They claim that it is

widely agreed upon that transformational leaders change things: organizational

culture, follower norms, goals and ideologies (Giysem Woycke & Fodor, 2009).

Discovering this, Clover (2009) found that transformational leaders are rated

significantly higher on measures of feminine attributes, nurturance and pragmatism;

and rated lower on masculine attributes such as dominance, aggression and

criticalness. He also concludes that transformational leaders are more flexible, more

compassionate, more insightful, less tough and less forceful than their non

transformational counterparts (Ross & Offerman 2017).

14
Hence, the focus of leadership has shifted from traditional command and control to

transformational leadership (Ozaralli, 2013). Ozaralli studies 152 employees and their

supervisors from various institutions in order to investigate transformational

leadership in relation to empowerment and team effectiveness. In agreement, Bryman

(2012) & Bass (2015) report that transformational leaders have team members who

report increased satisfaction, exert extra work effort, have higher performing groups

and receive high ratings on effectiveness. Ozaralli suggests that what transformational

leaders do is create a dynamic organizational vision that necessitates a metamorphosis

in cultural values, reflecting greater innovation and empowerment of team members.

Although most empowerment researchers devote their attention to individual level

models, Nellson (2016) suggests that empowerment techniques do play an intrinsic

role in motivation that reflects on individual's orientation to his/her work role.

Therefore empowered team members see themselves as competent and able to

influence their work in meaningful ways. Ozaralli defines team effectiveness in terms

of innovation, communication and team performance. He concludes that feelings of

empowerment shared in a group fueled by a transformational leader can result in high

team effectiveness (Ozaralli 2013).

On the other hand, Bono & Judge (2013) report that there is little controversy

regarding the possible association between transformational leaders and their

followers attitudes, such as trust, job satisfaction, organizational commitment and

behaviours such as job performance at the individual, group and organizational level

(Bono & Judge 2013). Bono & Judge test one of the fundamental notions underlying

transformational leadership theory and the self-concept based theory that followers of

15
transformational leaders find their work more meaningful and therefore are more self

engaged. They utilize Bass's (1985) model and Shamir et.al. (1993) self concept based

theory.

Transformational leaders emphasize intrinsic rewards such as self expressions, self

consistency and self efficacy, rather than extrinsic rewards. Shamir et.al. argue that

doing these things "increases the chances that members will attribute their behaviour

to internal self related causes" (1993). The assumption underlying self concept based

theory is that team members who view their work as congruent with their own

motives, goals and/or values (self congruence) will perform better. They conclude that

the self concordance model, a psychological theory of motivation and self regulation

suggests that this is true (Bono & Judge 2003). They then study the link between

transformational leadership theories; the self concept based model and the self

concordance model with 247 leaders and 954 team members in 9 organizations. Their

findings indicate a positive relationship between transformational leadership and

member self concordance in the natural work setting; as well transformational

leadership influences self concordance.

They conclude that their studies lend support to the psychological theories of

motivational effects of transformational leadership with respect to team member

engagement and assessment of their work as meaningful. Secondly they identify that

transformational leadership is and external factor that can influence the degree to

which members perceive their work as important and self congruent and when

members have such perceptions they experience increasing job satisfaction and

increased participation (Bono & Judge 2003).

16
In the believe of the above, Hackman (2012) sees that viewing team leadership as

creating conditions that increase the chances that a team will evolve into an effective

performing unit is "unconventional". Managers and writers about management

commonly view the actions of leaders as the cause and the response of teams as

effects. In these cause and effect models particular leadership behaviours and styles

are viewed as strongly determining team behaviours and performance. By contrast

Hackman argues that we should transcend the common human tendency to assign

credit/blame for collective performance to a single individual.

This tendency follows and re-enforces the Western individualistic orientation of

interventions which were intended to improve team performance. The purported goal

is to have group leaders and team members become more aware of those aspects of

their personalities, attitudes and behavioral styles that change agents think are key to

team effectiveness. This is based entirely on an assumption that improved team

functioning will come about more or less automatically if each member understands

his/her personal style and recognizes the need for good communication and co-

ordination. There is no scientific evidence to support this assumption (Hackman

2012). Hackman states that our tendency to assign leader credit/blame for

success/failure should be identified as leader attribution error because it can occur for

favourable as well as unfavorable events.

Hundreds of studies have measured leader traits, intelligence, sociability, and self

confidence but research has not been able to identify any set of universal traits. This

was proven in the 1950's but contemporary research has not been any more successful,

despite this the research quest continues (Hackman 2012).

17
On leadership, at the global scene in China a study done by Yang (2010) on the

association among project manager's leadership style, teamwork and project success to

examine whether the impact of teamwork on project performance was moderated by

the following data class variables: industry sector, total installed cost, owner

regulation, initial site, team size, complexity, project type, and international

involvement and in addition investigate the relationships among the project manager's

leadership style, teamwork, and project success found out that teamwork exhibits

statistically significant influence on project performance and that project type has a

moderating effect on the relationship between teamwork dimensions and overall

project success.

At the regional level, in Uganda a study done by Nsubuga (2010) on analysis of

leadership styles and school performance of secondary schools in Uganda established

that there was a relationship between the age of the head teachers and their leadership

style. The study noted that the young teachers, because of over ambition, tended to be

more aggressive which led to the head teachers adopting a more autocratic leadership

style. This study further found out that the nature of head teacher's training contributed

to either poor or good leadership and hence school performance.

Furthermore the study established that unless head teachers are well equipped with

knowledge and skills in management and leadership, they would not be able to

improve school performance significantly.

18
2.1.2.2 Organizational Communication

Communication is defined as giving, receiving or exchanging information, opinions or

ideas by writing, speech or visual means so that the material communicated is

completely understood by everyone concerned (Taylor, 2009),. Communication is the

transfer of meaning or understanding from one mind to another. This can be

accomplished orally, in writing, gesturing and facial expression. Communication is

vital because it is through it that a firm makes contacts with its customers, suppliers

and the various internal elements of the organization. The organization also gets

information from external sources which help it to make business decisions and to

take appropriate actions.

People in organizations typically spend over 75% of their time in an interpersonal

situation; thus it is no surprise to find that at the root of a large number of

organizational problems is poor communications. Effective communication is an

essential component of organizational success whether it is at the interpersonal,

intergroup, intragroup, organizational, or external levels (Bihm, 2011).

The best teams hone their communication skills like a razor. They have been trained

to slice their way through most problems, and think their way around corners. These

types of improvements are profound in the quality of teamwork, amount of

management, and level of productivity.

By connecting better to the people around them, great teams hold each member (the

team leader included) accountable for their actions. Establishing a culture of team

building communication gives your team the words to use when others are not

19
performing up to snuff. Your relentless focus on improving communication is the

difference between your team's success and failure (Kakkad, 2011).

Businesses often ask employees to complete jobs that require they work as a team.

Working together has many benefits, including the possibility to create new

friendships, a sense of group accomplishment and distribution of responsibilities.

Conversely, teamwork also may cause tension and anxiety among employees because

of poor communication. Effective communication can eliminate much of the stress

and negative feelings sometimes associated with working closely as a team. Business

owners should encourage their employees to communicate with one another clearly

when working together. This is especially important for smaller companies, whose

employees often must work closely with one another (Gluck, 2011).

The ability to communicate has a direct bearing on one's friendships, promotion, pay

raises, responsibilities, and career paths. It directly affects the level of support and

help one receives from others. This is where good communication and team work go

hand-in- hand. It determines how well one gathers and gives information, ideas and

feelings. It decides how well one solves their problems, makes decisions, reach

agreements and resolve disagreements. 70% of mistakes at the workplace are a direct

result of poor communications. The communication impact: 7% Verbal 38% Tone of

Voice 55% Body Language. These above mentioned aspects help the receiver

interpret and understand the meaning of what is being communicated in a team and

otherwise.

20
The way one begins to transfer their message determines the outcome of the

communication process. Thus, one needs to prepare, think carefully how, when and

where to deliver. Given here are important pointers to keep in mind to understand

what effective communications is all about, especially when team workings come into

play.

The way a message is delivered always affects the way it is received. How one says

something is more important than what one actually says. The real communication is

the message received and not the message intended to be delivered. Find out how

important it is to the other person, how much they already know and what their

previous experience was. Communication is a two-way lane. There is giving and

receiving. Good and free communication in a team or between two people is

therapeutic (Kakkad, 2011).

The barriers that occur in communicating with others: Obstacles within the self: One

tends to screen information and messages, thereby limiting one's understanding and

communication ability. Self beliefs and mindsets that limit one from seeing the larger

picture of life. People do not talk to each other, but to the images they have about each

other. Physical barriers like noise, etc., make concentration on what is being

communicated rather difficult. The compatibility between the communicators tend to

make it uncomfortable, awkward to communicate. Tendency to evaluate and judge,

approve or disapprove other's statement (Kakkad, 2011).

Team members who have been actively listening will usually have no problem

contributing relevant or innovative ideas when called upon to do so. When you are

21
talking, stay mindful of the work and keep focused. It is better to limit jokes, personal

anecdotes and over explaining, which can derail from the subject. Team leaders

should refrain from giving a monologue. Honest feedback and exchange among all

members of the team is better. Finally, at the beginning of the work and throughout,

everyone should be able to clearly communicate with one another about things such as

individual assignment progress, problems that arise and when and where help is

needed (Bihm, 2001).

Effective Communication is significant for managers in the organizations so as to

perform the basic functions of management, i.e., Planning, Organizing, Leading and

Controlling. Communication helps managers to perform their jobs and

responsibilities.

Communication serves as a foundation for planning. All the essential information

must be communicated to the managers who in-turn must communicate the plans so as

to implement them. Organizing also requires effective communication with others

about their job task. Similarly leaders as managers must communicate effectively with

their subordinates so as to achieve the team goals. Controlling is not possible without

written and oral communication (Gluck, 2011). Managers devote a great part of their

time in communication. They generally devote approximately 6 hours per day in

communicating. They spend great time on face to face or telephonic communication

with their superiors, subordinates, colleagues, customers or suppliers. Managers also

use Written Communication in form of letters, reports or memos wherever oral

communication is not feasible. Thus, we can say that "effective communication is a

22
building block of successful organizations". In other words, communication acts as

organizational blood.

Communication promotes motivation by informing and clarifying the employees

about the task to be done, the manner they are performing the task, and how to

improve their performance if it is not up to the mark. It is a source of information to

the organizational members for decision-making process as it helps identifying and

assessing alternative course of actions. It plays a crucial role in altering individual's

attitudes, i.e., a well informed individual will have better attitude than a less-informed

individual. Organizational magazines, journals, meetings and various other forms of

oral and written communication help in moulding employee's attitudes and helps in

socializing. In today's life the only presence of another individual fosters

communication. It is also said that one cannot survive without communication.

Communication also assists in controlling process. It helps controlling organizational

member's behavior in various ways. There are various levels of hierarchy and certain

principles and guidelines that employees must follow in an organization. They must

comply with organizational policies, perform their job role efficiently and

communicate any work problem and grievance to their superiors. Thus,

communication helps in controlling function of management. An effective and

efficient communication system requires managerial proficiency in delivering and

receiving messages. A manager must discover various barriers to communication

analyze the reasons for their occurrence and take preventive steps to avoid those

barriers. Thus, the primary responsibility of a manager is to develop and maintain an

effective communication system in the organization (Gluck, 2011).

23
On communication, at the international scene, in the USA a study done by Batenburg,

Van and Maur (2013) dubbed the human factor: the critical importance of effective

teamwork and communication in providing safe care concluded that the complexity of

medical care, coupled with the inherent limitations of human performance, make it

critically important that clinicians have standardized communication tools, create an

environment in which individuals can speak up and express concerns, and share

common "critical language" to alert team members to unsafe situations. The study

further concluded that all too frequently, effective communication is situation or

personality dependent and that other high reliability domains, such as commercial

aviation, have shown that the adoption of standardized tools and behaviors is a very

effective strategy in enhancing teamwork and reducing risk.

2.1.2.3. Organizational Culture

In the larger literature on teams, effectiveness is judged by the extent to which a team

is successful in achieving goals consistent with the task. For wraparound teams,

achieving goals is necessary, but not sufficient; to produce the range of desired

outcomes. By definition, wraparound cannot be considered successful unless both the

planning process and the plan produced are individualized family centered, and

culturally competent (Williams, 1988).

The goals pursued by the team must reflect the family's own sense of its needs,

strengths, and priorities. Furthermore, the strategies used to meet the goals and the

indicators used to judge the success of the strategies must be consistent with the

family's beliefs and values. This implies that when teams are sharing ideas, developing

24
priorities, and making decisions about goals and strategies, it is essential that family

members' perspectives are not only elicited, but in fact given priority, during

teamwork. Evidence from a number of studies has supported the idea that meaningful

family participation in planning can contribute both to high-quality planning and to

positive wraparound outcomes. For example, parent and youth participation in

planning for children with emotional and behavioral difficulties has been linked to

enhanced selection of treatment goals and strategies (Williams, 1988), improved

treatment outcomes (Byalin, 1990; Williams, 1988) and service coordination (Koren

et al., 2007), and increased family empowerment (Curtis & Singh, 2006). When

families see the importance of their own roles in achieving team successes, their

perceptions of individual-level self efficacy are likely to increase, contributing to both

empowerment and an enhanced sense of competence.

Research in the area of positive psychology has shown that interventions that provide

training in problem-solving and planning are empowering to people experiencing

psychological difficulties and stressful life events (Heppner & Lee, 2012). The

interventions promote increased goal-related thinking and perceptions of efficacy,

which in turn are associated with positive mental health. Outcomes and coping

effectiveness (Snyder, Horsch, & Childs, 2009). Building team cohesiveness may be

even more important in wraparound than in other team contexts. Wraparound

outcomes include supportive and adaptive relationships, and some of those

relationships will be those formed or strengthened between team members. The

experience of participation on a cohesive team provides a basis for these relationships,

25
as well as a model for family efforts to build similar adaptive and supportive

relationships outside of the team context or after the team has concluded its work.

Other aspects of cohesiveness are central in wraparound as well. Without

psychological safety, for example, it is unlikely that family members will fully share

sensitive information with the team. Building perceptions of cooperativeness is

important for teams, particularly for wraparound teams whose members represent

different agencies with disparate mandates and priorities. Equity is important in

wraparound, just as it is in other team contexts. In the wraparound context, however, it

is important not to confuse equity with equality.

If wraparound is to be family-driven, the family's perspectives, opinions, and

preferences must be more influential than those of other team members. This implies

that wraparound team effectiveness will be positively affected when team members

have reached a shared understanding that it is equitable for family members to have

disproportionate influence during teamwork.

Research on teams in other settings has suggested that teams are more likely to be

cohesive and effective when they hold common values that are relevant to the mission

and goals of the team (Jehn, Northcraft, & Neale, 2009). Shared values are thought to

contribute to effectiveness through decreased conflict and increased cooperativeness

and psychological safety. It is likely that shared perceptions regarding wraparound as

a viable outcomes and coping effectiveness (Snyder,Horsch, & Childs, 2017).

Building team cohesiveness may be even more important in wraparound than in other

team contexts.

26
Other aspects of cohesiveness are central in wraparound as well. Without

psychological safety, for example, it is unlikely that family members will fully share

sensitive information with the team. Building perceptions of cooperativeness is

important for teams, particularly for wraparound teams whose members represent

different agencies with disparate mandates and priorities. Equity is important in

wraparound, just as it is in other team contexts. In the wraparound context, however, it

is important not to confuse equity with equality. If wraparound is to be family-driven,

the family's perspectives, opinions, and preferences must be more influential than

those of other team members. This implies that wraparound team effectiveness will be

positively affected when team members have reached a shared understanding that it is

equitable for family members to have disproportionate influence during teamwork.

Research on teams in other settings has suggested that teams are more likely to be

cohesive and effective when they hold common values that are relevant to the mission

and goals of the team (Jehn, Northcraft, & Neale, 1999). Shared values are thought to

contribute to effectiveness through decreased conflict and increased cooperativeness

and psychological safety. It is likely that shared perceptions regarding wraparound as

a viable means of achieving outcomes will also affect outcomes positively, because

team perceptions of efficacy are less likely to develop when members are skeptical of

the intervention's utility.

2.1.3 Components of teamwork effectiveness

In their study, Hamada, Thabet, & Muzaffar (2017) believed that there are certain

components that contribute to the overall effectiveness of teamwork in an

organisation. They were of the opinion that these components are what determine

27
whether a team will succeed in an organisation or be able to have its impact in the

achievement of organisational objectives. Hamada, et al., (2017) explained these

components as follows:

i. The motive: This is the desire of the team members to bring all the

members together in conscious matters. This force is essential to keep

everybody intact and keep moving so that the members can be able to push

each other for better results of the organization. The motive indeed is an

internal or sometimes it is referred as the intrinsic movement of the

individuals for achieving challenging tasks. This force inculcates the spirit

in the individuals to keep them aligned and rightly directed to achieve team

goals and objectives and organizational goals and objectives.

ii. Trust: There are many definitions of the word trust in the organization

settings; indeed this is the exhibition of mutual understanding of the team

members for sharing of information and accepting the limitations of other

team members as well. Level of trust can be increased or decreased with the

conduct of one member in the team. Highest level of internal

communication by the members and adapting to the predefined well known

and established channels of communication increase trust on each other.

iii. Personal skills of members: Team formation requires evolving members

into the team who have necessary skill set to perform in the team in best

manner to achieve team goals and objectives. The compositions of the

teams are there to solve specific problems which the organizations, through

normal channels are unable to resolve. Personal characteristics of the

28
 individuals such as one's decision making, resolving conflicts, readiness to

do research, play a vital role in the success of the teamwork. The members

also expect to have best environment in the team so that everybody is

working with free mind and without any suppression.

iv. Mission skills: Mission skills and competencies include such working

habits which are essential to perform in a team environment. The team

member's skills complement each other in such a way that the research is

completed within stipulated time and within the specified budget. If the

skills of the team members are unable to complement each other's research,

then job completion will be directly affected. The team members are

supposed to be taking care of the new problems and the issues which come

across with the team and each member is ready to head on to resolving

those. The team members must be capable of showing flexibility and

designing new methods of solving the new problems. Likewise, the team

members are to be willing and ready for learning new skills to be effective

individually in the team. The team leader has to ensure that everybody in

the team is applying all skills to the utmost level.

v. Readiness of the team leader: Team leader has the key role in the team

who has to prepare the team in such a way that everybody is able to get

clear instructions to perform with responsibility. The team member must be

capable of applying the capacities and skills of each team member so as

everyone should be involved distinctively in performing team work.

Leader's confidence in the team members and exploiting their capacities are

29
 the key elements of success. Team leader capacity to be ready to take on

new tasks, challenges and to be preparing the individuals to be performing

tasks within the specified framework is the real challenge for the team

leader. More specifically the readiness of the team leader can be exhibited

as under:

o Defining clear roles for the team members

o Understanding the wishes of the team members

o Preparing the team members to learn new skills

o Creating competitiveness within the team members

o Resolving personal conflicts as well as organizational conflicts

o Ability to identify functional improvement areas in the team

o Developing confidence within the team members

o Ability to manage relations in team members

o Capacity to evaluate individual and collective performance rationally

2.1.4 Teamwork and Employee Performance

The impact of teamwork on employees’ occupational performance has been a major

topic of many researches done by academics and practitioners in the previous years

(Jones et al, 2007). The reason behind this attention is the fact that the practical

concept of teamwork has a strong influence on the performance of any organization

and the employees who work in it. Teamwork was defined and deliberated by some

researchers as an essential occupational skill that is necessary to accomplish and

achieve the visions, goals, plans and objectives of the organization and to activate and

30
enhance the performances of the workers there. There are several causes and reasons

that clarify and highlight the link between teamwork and the level and quality of the

performance in workplace. Jones et al (2007) state that understanding the impact of

teamwork on performance is important because teamwork is viewed by some

researchers as one of the key driving force for improving a firm’s performance. Team

members enhance the skills, knowledge and abilities while working in team (Froebel

& Marchington, 2005).Researchers and experts indicate that effective behaviors and

concepts related to teamwork can increase the level of improvement of employees‟

performance and their productivity as well as enhancing the ability of solving conflicts

and facing the urgent and sudden challenges at work.

However, empirical studies conducted by researchers on the subject indicate that the

concept of teams is valuable and helpful to facilitate the developmental process in the

organization and to enhance employees‟ performance (Manzoor et al., 2011;

Oseiboakye, 2015). Simply, the main purpose of teamwork is to apply an effective

method in order to improve the occupational performance of employees and their

personal skills and talents that serve the requirements of the job. Bacon & Blyton

(2016) identified the two essential factors that promote the communication skills

between team’s members and enhance their performance regarding the concept of

teamwork, which are: self-management team and interpersonal team skills.

A successful teamwork relies upon synergism existing between all team members

creating an environment where they are all willing to contribute and participate in

order to promote and nurture a positive, effective team environment (Tarricone &

Luca (2012). Many studies have shown that employees who work on teams can be

31
more productive than others who work individually (Jones et al, 2007). The reason

why an individual becomes more productive working on teams, is that he/she acquires

or enhances the beneficial occupational skills through unlimited learning, cooperating,

and exchanging thoughts and various experiences. Teamwork thus, is an essential

element for the development and function of an organization or institution.

2.1.5 Organizational Performance

Organization is a social entity whose goal is directed, deliberately structured activity

systems with a preamble boundary. Organizational performance is considered as one

of the basic notions in management and most of the management’s tasks are formed

according to the mentioned notion. Of course, organizations’ success can be reflected

in their performance (Caroline, 2008).

Oxford English Dictionary defines performance as performing, applying, and doing

each regular and committed work. This definition is related to inputs and outputs and

also indicates that performance has close relationship with work and its outcomes

(Chamanifard, Nikpour, & Chamanifard, 2014). Organizational performance is

considered to be the sum of accomplishments achieved by all businesses/departments.

These accomplishments are involved with an organizational goal within a given

period of time. The goal is either meant for a specific stage or on the overall extent

(Lee & Huang, 2012). The idea of organizational performance is affiliated to the

survival and success of an organization (Ahmed & Shafiq, 2014). Organizational

performance includes effectiveness, efficiency, productivity, quality, and innovation

(Tangen, 2004).

32
Organizational performance refers to ability of an enterprise to achieve such

objectives as high profit, quality product, large market share, good financial results,

and survival at pre-determined time using relevant strategy for action (Obiwuru et al

2011). Organizational performance can also be used to view how an enterprise is

doing in terms of level of profit, market share and product quality in relation to other

enterprises in the same industry. Consequently, it is a reflection of productivity of

members of an enterprise measured in terms of revenue, profit, growth, development

and expansion of the organization.

2.1.6 Concept of Customer Satisfaction

Customer satisfaction is the most important criteria in light of the rapid changes in the

business environment organizations, including transport, in order to maintain their

customers and attract new customers. The customer satisfaction is the final result of

the evaluation conducted by the client to the exchange, though dissatisfaction is only

the results of the process of making a purchase decision for the customer. The client's

feelings of satisfaction or dissatisfaction after getting the service are resulting from the

comparison between the actual and expected performance of the client (Al-Tai, 2008).

The judgment of satisfaction resulting from the comparison between customer

expectations regarding quality of service purchased and the performance and quality

of the actual service hosted by the customer by the following dimensions: (reliability,

responsiveness, confidence, proficiency and tangibility), if the return of the service

that has been obtained is less than expected results, that gives a negative sense and

33
confidence, while if the positive impact of the expected results, this gives a positive

sense and confidence (Ajarma, 2010).

The concept of customer expectations in the quality of services being provided

forecasts of customers as a result of their dealings or exchanged for the service, three

levels have been identified for the customer expectations (Ajarma, 2010):

a. Service that will reflect what the customer wants,

b. Adequate service: the level at which the customer is willing to accept, and

c. Predictable service: the level of service that the customer thinks he can get it.

The service represents particular importance as a key element in the marketing mix for

any organization, services are a tool of business organizations in the exchange

process, and to achieve saturation required to customer preferences and needs, the

degree of achievement the objectives of the organization are affected by the ability of

services to provide the desirable level of satisfaction by the clients (Khudhairi, 2009).

Furthermore, customer satisfaction is feeling or attitude toward a product or service

after its use (Maysam, Reza and Hadi, 2013). According to Al-Shatanawi (2014),

customer satisfaction is the result of between marketing activities that acts as a

communication bridge between different stages of consumer buying behaviour.

Customer satisfaction is the result of a comparison between customer purchase of the

expected performance with actual performance and perceived and payment expenses

(Taghizadeh, 2012). Customer satisfaction is a physical concept that is derives from

personal comparison from understanding of product performance with the experience

obtained of the performance (Chu, 2012). There is direct relationship between

34
customer satisfaction and willingness to loyalty to the company. Whatever close

relationship with the customer company's employees is greater, thus will be customer

satisfaction to the company and strong relationships customers and corporate

employees who are more satisfied than other people (Gremler and Gwinner, 2010).

Customer satisfaction is increasingly as basis of standard performance for any

business organization and whatever organization has more satisfied customers and

increase the purchase rate and reduces the desire for change (Jamali, 2007). Customer

satisfaction is something beyond a positive impact on efforts done in the organization.

This not only makes the activity staff, but is considered a source of profit for the

company. Customer satisfaction provides many benefits for companies and higher

levels of customer satisfaction leads to loyalty.

2.1.7 Team Trust

The word “trust” is a complex phenomenon that enables cooperative behavior, reduces

harmful conflict, decreases transaction costs, and promotes effective responses to

crisis (Rousseau 2009). There are three basic forms of trust (Kadefors 2014; Rousseau

et al. 2009). (1) Calculus-based trust is when the trustor (the trusting party) perceives

that an action that is going to be performed is beneficial to him or her. In this kind of

trust, individuals are motivated primarily by economic self-interest; (2) Relational

trust appears between individuals who interact repeatedly over time; (3) In institution-

based trust, trust refers to the role of the institution in shaping the conditions necessary

to create trust. Similarly, trust is needed when there are uncertainties, in order to have

a successful outcome (Smyth et al. 2010).

35
Since trust is believed to have a positive effect for the duration of a project, it is

relevant to try to assess its overall effect. A high level of trust between clients and

project design teams reduces transaction costs and maximizes creativity and problem-

solving (Smyth et al. 2010). Trust-based relationships will not easily weaken because

of differences of opinion. Trust enables partners to overcome difficulties and

facilitates mutual understanding (Bstieler 2006). Therefore, trust can help to

strengthen and improve the relationships among project partners, and as a result bring

a variety of benefits for the project as a whole (Wong et al. 2008).

However, team trust can have the effect of accelerating the appropriate levels of

interaction – in relationships that are based on trust, co-operative behaviours are much

more likely (Jones and George, 20l8). Of course, this can be taken to extremes – in

some circumstances team members may have their primary allegiance to the team,

rather than to the organization.

Team performance (as a team, rather than as a task-competing entity) can be evaluated

on basic criteria such as evidence of continuous problem solving, the continual search

for alternative solutions, continuous improvement of quality of outputs, error and

wastage rates, productivity improvement, etc. (Kirkman and Shapiro, 2009). These

high level and continuous goals require the intensive co-operation that is produced by

trust. Thus, trust becomes a kind of ‘‘hygiene factor’’ for team performance – a

necessary underpinning but not sufficient in itself. Team performance will not

improve simply because trust exists, nor will it always improve when trust is present

within team relationships. †here are situations, for example, where an excess of trust

causes a lack of questioning, of creative criticism (Manz and Neck, l99P). However, it

36
is a hygiene factor in that, in a collective effort that is not based on trust, team

members will be unable to explain their ideas fully and sincerely, unable to display

their actions intimately and will refrain from helping others willingly (Sitkin and

Roth, 20l38). Consequently, the required synergy will not be generated and the

performance will be less than desired.

2.1.8 Employee Creativity

Creativity can be explained as production of new ideas; a creative employee is one

who can come up with new suggestions/ideas for the services to be constructed, the

flood of the communication and understanding it in the same way which would affect

the work done by the employee during his working hour (Amabile, 2009).

Creativity is explained as a design in which the employee make such innovative

construction in which the work related problems are resolved in rightful manner with

step by step process, some explain it as the ability of the individuals how they can

develop useful solution to meet the challenges and overcome the problem them self

individually (Young, 2014).

A creative employee is one who has the ability to be aware of the organization and

must be sensitive so that he can tackle the problem, he must have sharp mind so he is

able to remember his task for long time, and he must be adaptive, it is because due to

Globalization there is rapid change in the technology as well the culture so a creative

employee would be one who is able to adapt all the changes before time, in this way

he would be termed as creative (Evans, 2011).

37
It has been long observed that employee’s creativity is mostly seen by the large

organization and team. Creativity is mostly involved in the generation of change in

product, due to working in team the employee are constantly engaged in learning new

knowledge, skills which are the necessary requirements needed by the organization

from the employee so they can achieve timely goals(Amabile, 2016).

Creativity can be explained as introducing new techniques by individual or group of

people in organization for achieving the maximum potential of human labor which

will result in achieving goals effectively, due to innovation and globalization if a firm

wants to compete with its competitor they must hire creative employee who are

extroverts, feeling easy to work in groups. Employees with proactive personalities are

the one which are mostly admired to make constructive change (Zhou and George

2011).

Employee’s creativity can be most commonly be referred to an individual who has

new ideas for his work & working style, he must be flexible in order to work in team

rather than individually completing a project, a creative employee is one who has

better skills of understanding and is adaptable in order if new technology is introduced

in the firm so he should be able to use it in no time, all these values indicate

employee's are empowered so they can complete the task as they are feeling

comfortable all these characteristics would help in getting to know new opportunities,

use of advance technology all these changes are part of everyday life (Runco, 2014).

Creativity is adapted by the individual to do production with new ideas. The creativity

may depend on the employee or situation; an employee may want to be in contact at

highest or lowest level although he or she has great potential. Employee may use all of

38
his/her capabilities, skill knowledge in effort to produce creative outcomes (Drazin et

al., 2009).

2.1.9 Organisational Goal Attainment

Goal attainment is the process through which human and other resources are

mobilized for the attainment of collective goals and purpose. In a social system, the

goal attainment functions are met through political activities and mobilization occurs

through the generation and exercise of power (Jung-Yu, Hsin-Jung and Chun-Chieh,

2010). This is why employees often invest greater effort in job performance in order

to attain goals assigned to them within the framework of their job responsibilities. By

performing jobs and tasks well, employees are expressing that such are important to

them.

Conceivably, performing jobs and tasks well not only helps employees attain

achievement, but also affects their lives and the work of others. Using the importance

perspective, Brief and Aldag (2016) found task significance (similar to importance) to

affect work satisfaction positively. Similarly, Parker et al. (2013) found a positive

association between the psychological importance of a job and job satisfaction. Thus,

employees whose jobs and tasks have higher importance values will show greater

satisfaction with such (Mobley and Locke, 2010). However, employees realize goal

attainment by investing greater effort in a work task. The more effort expended, the

more job involvement an employee gains. Job involvement reflects the worth of a

work task to an individual (Lodahl and Kejner, 2015). Such also indicates the extent to

which an individual desires to invest their work (Warr et al., 2009).

39
2.2 Theoretical Framework

This study is anchored on three theories; they are: Tuckman’s Theory, Belbin’s

Theory and Team Performance Theory.

2.2.1 Tuckman’s Theory

Tuckman’s theory over times has emerged the most prominent theory for team work

development. Bruce tuckman model also known as tuckman stages was first published

in 1965. His model acknowledges four different stages through which a group should

grow from the stage of forming to the stage of high performance. These stages are

forming, storming and performing. However, this model was refined in 1975 as the

fifth stage was added and was called “Adjourning” which is also referred to as

Deforming and Mourning. The Adjourning phase is certainly very relevant to the

people in the group and their well-being, but not to the main task of managing and

developing a team, which is clearly central to the original four stages. The Tuckman's

fifth stage “Adjourning” describes that when a task fulfilled, every member can sail on

for new things, having made good achievement. The model is said to be the well-

designed method of team development and because of its flexibility it fit into different

settings (Nash & Bolin 2003; Robbins & Finley 2000). But the model lacks the ability

to illustrate unresolved issues and explain how groups can accomplish goals in

performing their task (Miller, 2003). The literature review fails to present a sample

that represents situations where smaller team developments could likely be formed

(Tuckman, 1965).

40
2.2.2 Belbin’s Theory

The Belbin’s model was first published by Dr. R.M Belbin in 1993. According to his

definition, team role is a tendency to perform, contribute and interconnect with others

through a particular manner. Belbin introduced nine team roles that motivate team

success (Belbin, 2012; Yeh, et al, 2006). These nine roles are divided into three major

groups: Action Oriented, Thought Oriented and People Oriented. According to Belbin,

among the team roles proposed, “shapers” are regarded to be the most potentially

disruptive role within the group. Belbin also pointed out that Team shapers remain

very essential to any effective team as they possess excellent work rates and are quick

to explore different approach and avenue (Aritzeta, et al, 2007; Belbin, 2012). Belbin

theory is used to identify how Team Roles and style of leadership influence teams,

and acts as a diagnostic tool for teams and individuals targeting better teamwork

(Belbin, 2010). But the model is created and only limited to be experimented within a

work environment only examines a person team’s behavior’s, and not personality

which is not enough in concluding or evaluating a person (Batenburg, 2013).

2.2.3 Team Performance Theory

The Team Performance Theory was developed by Paris in 2000. Team performance

theory is a descriptive framework that has evolved towards incorporating a general

input-process-output approach, whereby independent and dependent variables can

feed into analytical system. For example, environmental variables, organizational

variables, individual input variables, team input variables and team processes

variables (orientation, communication, adaptation and commitment) can all be

41
analyzed with team output (productivity). According to Paris (2000), using team

performance theory that measures behavioural and attitudinal processes of team versus

team outcome can shed light on task accomplishment and performance diagnosis.

Support for this theory of organizational analysis has received impetus from various

theoretical underpinnings in Human resource management (HRM), business process

re-engineering, lean production and modern sociotechnical theory (Delarue et al.

2008).In this study, commitment and orientation are both behavioural and attitudinal

issues and hence adaptable to team performance framework.

2.3 Empirical Review

2.3.1 Effect of Team Leadership Style on Customer’s Satisfaction

Kurtulus and Gokhan (2018) examined on the relationship between the leadership

styles, organizational performance, and customer satisfaction. The literature about the

concepts were applied to a research on the employees and customers of a company in

the hazelnut industry. The data was collected with a survey form that was complied

from the related literature. The analysis of the data set showed that, the sub

dimensions of the leadership behavior as goer attitude, strategic attitude, details

focused attitude, and coordinator attitude have statistically significant and positive

relationships with each other. Accordingly, goer behavior, strategic behaviors are

associated with perceived organizational performance. By contrast, the details focused

attitude and coordinator attitude do not have impacts on the perceived organizational

performance. On the other hand, the dimensions, coordinator attitude, perceived

organizational performance, and customer satisfaction are not significantly associated.

42
Miyonga, Namusonge and Sakwa (2018) examined on the effect of strategic

leadership practice on customer retention in the commercial banks in Kenya and the

theory used was transformational leadership theory. The total numbers issued was 123

questionnaires and 117 were returned, giving a response rate of 86%. The

questionnaires were coded and fed into the SPSS. The data was then analyzed using

descriptive statistics such as mean and standard deviation. Inferential statistics was

used including ANOVA, correlation, multiple regression method. Qualitative data was

used to put into categories based on themes that would be aligned to research

objectives and would be integrated in the discussion of the findings. The findings of

the study showed that strategic leadership practice were significant. Therefore, it was

concluded that to increase customers the strategic management practices must be

adopted.

Millicent, Susan and Romanus (2018) examined the effect of autocratic leadership

style on quality assurance in institutions of higher learning in Kenya. This study

focused on 19 public chartered universities and 18 private chartered universities.

Using stratified sampling, 249 leaders were selected to represent the total population.

The study used a mixed research approach of exploratory and descriptive designs. The

questionnaire was used to gather relevant information from the respondents. Data

collected was analyzed using both descriptive and inferential statistics. Linear

regression curves were developed and these revealed positive correlations between

autocratic leadership style and quality assurance in institutions of higher learning in

Kenya. The study recommended that leaders of institutions of higher learning be

trained on academic leadership.

43
Augustine (2017) investigated the effects of leadership styles on organizational

performance in Ahantaman Rural Bank from 2013 to 2016. Among the leadership

styles investigated, transformational leadership style obtained the highest raw score of

350 representing 22 percent of the total population investigated. Transactional,

democratic, autocratic and laisez-faire leadership styles followed in that order. Thus, it

was found that the most dominant and preferred leadership style in the Bank was

transformational leadership style. This leadership style led to improved and consistent

performance of the Bank. The study concluded that there was a direct relationship

between leadership styles and performance of the Bank. Assessment of the key

performance indicators of the Bank and the consistent improvements in these

indicators supported the assertion that there is a direct relationship between

organizational performance and leadership styles.

Gachingiri (2015) examined the effect of leadership style on organisational

performance: A case study of the United Nations Environment Programme (UNEP),

Kenya. The study addressed the following specific objectives: To determine the effect

of transformational leadership style on organisational performance at UNEP; To

investigate the effect of democratic leadership style on organisational performance at

UNEP; and, To determine the effect of charismatic leadership style on organisational

performance at UNEP. The researcher adopted descriptive research design since the

information gathered involved administering questionnaires. In addition, data analysis

method was also based on Pearson correlation analysis and a multiple regression

model. Research findings illustrated that majority of the respondents (36.59%)

indicated that the respondents practised transformational leadership. Findings also

44
illustrated that majority of the respondents (82.93%) indicated that management had

no elaborate ways and methods to make many people work together for a common

task. Findings further illustrated that the respondents considered leadership style

practised by overall management at UNEP as valid with regard to its effect on

organisational performance. Research findings illustrated that the respondents

considered transformational leadership style, democratic leadership style, and

charismatic leadership style practised by overall management at UNEP. The

researcher therefore concluded that transformational leadership style significantly

affects organisational performance at UNEP.

Neha (2014) investigated the effects of leadership style on organizational performance

in Brick Kilns in Jammu region. Transformational and transactional leadership styles

were considered in this study. Transformational leadership behaviors and

performance/outcome considered relevant in the study were charisma, inspirational

motivation and intellectual stimulation/individual consideration; and effectiveness,

extra effort and satisfaction, respectively. Transactional leadership behaviors and

performance/outcome variables were constructive/contingent reward and

corrective/management by exception; and effort, productivity and

loyalty/commitment, respectively. Analysis was based on primary data generated

through a structured Multifactor Leadership Questionnaire (MLQ) administered on

respondents. The result showed that while transactional leadership style had

significant positive effect on performance, transformational leadership style had

positive but insignificant effect on performance. The study concluded that

transactional leadership style was more appropriate in inducing performance in Brick

45
Kilns than transformational leadership style and, therefore, recommended

transactional leadership style for the Brick Kilns with inbuilt strategies for transition

to transformational leadership style as the enterprises developed, grew and matured.

2.3.2 Effect of Team trust on Employee Creativity

Masoumeh, Bassam and Youcef (2018) investigated on impact of trust, commitment,

and openness on research project performance: A case study in a Research Institute.

The study carried out 12 in-depth interviews with researchers, research managers, and

research leaders at the largest research institution in Scandinavia. The findings

indicated that the three values (trust, openness, and commitment) are practiced at this

research institution and are essential to effective teamwork. The findings also showed

that trust and openness promote shared understanding, and encourage commitment.

Mubarak and Noor (2017) explored the relationship that exist between employee trust

in authentic leadership and employee creativity in project-based organizations. The

mediating effects of work engagement and psychological empowerment on the

relationship of authentic leadership and employee creativity were also focused in this

research. Proficient organizations ensure presence of systematic practical approaches

that can benefit employees in increasing their engagement levels and making them

feel more empowered. The data were collected through convenience sampling from

246 respondents of different Project-based NGO’s of Islamabad and Rawalpindi. The

findings suggest that employee creativity is significantly associated with authentic

leadership, work engagement, and psychological empowerment. In addition, it was

also revealed that extra engaged employees at work were more creative and sense of

46
empowerment also mediates the relationship between authentic leadership and

employee creativity. This research contributes to the current literature that authentic

leadership relates to employee creativity, through mediating effects of work

engagement and psychological empowerment.

Abdullah (2017) in his study analyzes the effect of teamwork, esprit de corps, and

team trust on employee performance of the staff members of Royalindo Expoduta

Jakarta Indonesia. The research study uses regression and correlation techniques in

order to analyze the relationship between Teamwork, esprit de corps and team trust on

Employee Performance. Method of data collection was through the use of

questionnaire which was distributed to 100 respondents of PT Royalindo Jakarta with

simple random sampling technique. Findings indicate that that there is significant

positive impact teamwork on employee performance. While there is not a significant

effect esprit de corps on employee performance and positive effect team trust on

performance employee, but from team work, esprit de corps, and team trust as

together significant effect on employee performance.

Felipe and Valeska (2007) carried out a study on creativity and innovation in the

context of team-work: An evaluation in the self-management cells and quality control

circles of Ambev S.C. Branch. The study is mainly a qualitative study based on a case

study. 21 self-management circles and 18 quality control circles in the organization

were found. The self management circles are responsible for achieving the

organizational main goals and the quality control circles to bring best practices and

new ideas. The result showed that quality control circles are more powerful than the

self management circles as a space to develop people creativity and organizational

47
innovation. It is relevant to stress that in the CCQs there are more multidisciplinary

and common purpose guided to a collective objective desired by all the members of

the team. On the other hand, in the CGA´s there are more discipline to accept the

common tactics to people reach the objectives of the group and the corporative aims.

The conclusion is that the changes in the business environment make the small work

group very important to a company’s creativity and a fundamental strategy

differentiation in the process of work organization in the context of the business

world.

Sheikh, Hafiz, Murad and Zulqarnain (2011) examined on the effect of teamwork on

employee performance about the staff members of Higher Education Department of

Khyber Pakhtoon Khawa (KPK), Peshawar Province of Pakistan. Several measures of

employee performance were analyzed including esprit de corps, team trust and

recognition and rewards. There is clear evidence that teamwork and other measures of

employee performance are positively related with employee performance. The self-

administered questionnaires were distributed within the Directorate of Higher

Education, (KPK) Peshawar, including four Government Degree Colleges (GDC’s) of

boys and girls located in Peshawar and Kohat area. The research study uses regression

and correlation techniques in order to analyze the relationship between two variables

that is Teamwork and Employee Performance. The result of the study shows that there

is a significant positive impact of predictors on the response variable.

Costa (2011) examined on trust within teams and explored the relation with

performance and dimensions of effectiveness at team and organizational level. Trust

was defined as a multi-component variable with distinct but related dimensions. These

48
include propensity to trust, perceived trustworthiness, cooperative and monitoring

behaviors. Survey data from 112 teams was collected in three social care institutions

in the Netherlands. A model relating trust with perceived team performance, team

effectiveness and organizational dimensions was tested and analyzed with structural

equation modeling. The results indicated that trust was positively related with team

performance. In relation to the dimensions of effectiveness at team level, trust was

positively related with team satisfaction and relationship commitment, and negatively

related with stress. Yet, the strongest relationships were obtained between trust and

affective commitment (positive), continuance (negative). The results also supported

the multi-component structure of trust.

2.3.3 Effect of Teamwork on Organisational Goal Attainment

Kelvin-Iloafu (2017) examined on prospects for sustainability and viability of Nigeria

manufacturing organizations through team work approach has the overall objective of

ascertaining the extent to which teamwork approach to change management holds

good prospects for sustenance and viability in Nigeria manufacturing organizations.

The study adopted the survey research design, in ten manufacturing companies in

South-Eastern Nigeria were studied. The population of the study was thirteen

thousand, six hundred and twenty three (13,623), and the sample size was calculated

to be six hundred and nineteen using the Taro Yamane’s formula. The sampling

selection was the stratified sampling method. A self-developed structured

questionnaire and oral interview guide were the research instruments used for the

study. Data collected were presented descriptively using charts, simple frequency and

percentage distribution, mean and standard deviation. The hypotheses were tested

49
using the Z-test statistic. The major finding of the study were that teamwork approach

to change management in Nigeria manufacturing organizations to a large extent holds

good prospects for sustenance and viability (Zcal=5.76 ˃ Zcritical = 1.96, p ˂ 0.05).

The study concludes that teamwork has the prospect of making manufacturing

organizations very effective, viable and sustainable. Specifically, it has the benefits of

improved productivity and product quality, innovativeness and manpower

development. based on the findings, the study recommended among others that, for an

improved product design with high quality that will appeal to customers’ satisfaction

any day, teamwork should be encouraged in Nigerian manufacturing organizations. It

is also recommended that team incentives and reward should be strictly adhered to in

order to boost team performance and effectiveness. Team members should be

carefully selected so that members with requisite skills are selected to work towards

achieving the required objective.

Kelvin-Iloafu (2015) examined on team work approach to strategies of change

management in selected Nigerian manufacturing firms focused on establishing the

extent to which strategies for change management are compatible with teamwork

approach to change. The study adopted the survey research design, in which ten (10)

manufacturing companies in the South-Eastern Nigeria were studied. The population

of the study was 13,623 and the sample size was 598. The sampling selection was the

stratified sampling method. A self-developed structured questionnaire and oral

interview guide were the research instruments used for the study. Data collected were

presented descriptively suing charts, simple frequency and percentage distribution,

mean and standard deviation. The hypotheses were tested using the Chi-Square test

50
statistic. The major findings of the study were that strategies for chance management

are significantly compatible with teamwork approach to change management are

significantly compatible with teamwork approach to change management in Nigerian

manufacturing firms (X2cal = 13.78 ˃ X2critical = 9.49, p ˂ 0.05). In conclusion,

successful organizations today know that teams make a big difference in achieving

strategic change goals. Teams that are strong, flexible, and productive could be the

competitive edge needed to produce better results, achieve higher quality, lower costs

for the organization. Hence it is widely held that manufacturing firms that adopt

teamwork approach to strategies of change management out-perform others that do

not. Based on the findings, the study recommended among others that teamwork

approach should be adopted by manufacturing firms as an integral concept within their

organizations, particularly as interventionist strategy to the management of change.

Kelvin-Iloafu (2016) investigated on Strategies for building High Performance Work

Teams in public sector organizations. The objectives of the study are; to identify the

strategies for building high performance work teams in public sector organizations, to

ascertain the extent to which public sector organizations make use of team work in

achieving their goals and to identify the relationship between team work and

organizational performance in public sector organizations. The methodology adopted

for this study was the survey research design. Primary and secondary sources of data

were used. Findings reveals that the major strategies for building high performance

work teams in public sector organizations are to save cost and increase commitment of

the work force, work teams in public sector organisational are to save costs and their

exist a positive relationship between teamwork and organizational performance in

51
public sector organizations in Nigeria. Based on the findings, the work recommends

that; Human Resource managers in public sector organisations should be encouraged

to undergo constant training and development programs to helps them acquire

innovative skill. Furthermore, team work should be encouraged in public sector

organizations; this will help them to achieve their goals, because decision-making and

problem-solving is better handle by teams. Also, public sector organizations are

advised to create a receptive organizational environment for works groups and teams

to function effectively. Hence it is widely held that organizations that adopt High

Performance Work Team practices out-perform others that do not.

Ooko and Odundo (2015) investigated on the impact of teamwork on achievement of

organizational targets in Kenya. This study adopted descriptive research design. The

target population for this study was 111, comprising of management and all other

employees of SOS Children’s Village, Eldoret. Using the Morgan and Krejcie Table

for determining Sample Sizes, a sample size of 92 respondents was drawn from each

of the category of management and the general employees using stratified random

sampling technique. The researcher used questionnaires, interviews, document

reviews and observation techniques to collect data. Statistical Package for Social

Scientist (SPSS) was used to analyze the data. From the findings, job descriptions

were found to be ambiguous and that there was responsibility overlaps in most cases,

creating confusion and disagreements between employees. The study also established

also that job satisfaction was to be achieved through recognition of achievement,

promotions, good working environments and fair rewards and remunerations. This

was to impact team performance if it was done correctly. The study also established

52
that the employees at SOS Children’s Village in Eldoret were qualified for the various

responsibilities assigned and that most had undergone extra training within and

without SOS. In conclusion, there was no effective teamwork at SOS despite

employees being aware of how much they can achieve by working together in teams.

Sonal and Theophilus (2016) examined the impact of teamwork on organizational

productivity on the staff members of Kwashieman Anglican Basic School of the Accra

Metropolitan Assembly, Omanjor M/A Basic School under the Ga-West Assembly

and Ablekuma Anglican Basic School in the Ga-Central Assembly of the Greater-

Accra Region. The study utilized quantitative techniques to analyze the relationship

between the variables that is Teamwork, Esprit de corps (Team Spirit), team trust,

recognition and rewards and organizational productivity. The study shows that there is

a significant positive impact of the predictors on the response variable with an

adjusted R2 of 70.5%. The study recommends that teamwork activities have to be

adopted in order to enhance Organizational Productivity.

Al Salman and Hassan (2016) in their research on the impact of Teamwork towards

employee performance in the entertainment industry in Malaysia employed Effective

communication, Team Cohesiveness, Accountability, Interpersonal skills, Leadership

and Level of trust, as the independent variables, while the dependent variable was

employee performance. A descriptive and explanatory research design method was

adopted, using a cross sectional survey method through some survey questionnaires

using 107 employee’s samples applying simple random probability sampling

technique. Collected data was analyses using descriptive method and regression

through SPSS.20. Finding indicates that all the selected factors have significant

53
relationship with teamwork. The survey finds Level of trust, Efficient

Communication, Leadership and Accountability has a positive and significant impact

on employee performance. While they have found insignificant influence of

Intrapersonal skills and Cohesiveness on Employees Performance in Malaysia.

Manzoor, Ullah, Hussain and Ahmad (2011) did a survey on effect of teamwork

towards employee performance in Pakistan. Variables utilized were: Teamwork, Team

Trust, sprit de Corps and Rewards & recognition. 200 Respondents was the total

sample size used. Data was analyzed using SPSS Software. The researcher carried out

descriptive statistics, Correlation and regression test in his report. The result shows an

important positive impact by analysts towards the response towards the variables. The

study recommends that teamwork and its activities should be adopted for reasons of

enhancing employee performance. The report also suggests further future research

areas.

Iftikhar and Sheikh (2017) examined the effect of teamwork, employee empowerment

and training on employee performance. The study distributed 150 copies of

questionnaires among employees of three cellular companies such as Ufone, Telenor

and Mobilink Islamabad, Pakistan to collect data for the study, while the data was

analyse with multiple linear regression on SPSS. The results of the findings showed

that teamwork has significant positive effect on employee performance. The study

also disclosed that employee empowerment has significant positive effect on

employee performance. At last, the study concluded that training has significant

positive effect on employee performance.

54
Chege (2017) investigated the effects of teamwork on productivity in sales and

marketing departments in Kenya, a case study of the Nairobi Bottlers Limited. The

specific objectives of the study were to find out if communication affects productivity

in sales and marketing department; identify whether the various styles of leadership of

teams affects productivity in sales and marketing department; if compensation affects

productivity in sales and marketing and finally to determine if cohesiveness affects

productivity in sales and marketing departments of Nairobi Bottlers. In the study,

Belbin team roles theory was applied across the whole of his research in the field. The

study adopted the descriptive research design. The target population of the study was

420 team members in the sales and marketing work in the selling territory. Using the

random sampling technique, a sample representative of 80 team members participated

in the study. Both Primary and Secondary data were used in making factual decisions.

The questionnaire was used to collect the Primary data. Data analysis was done using

the Statistical Package for Social Sciences (SPSS) Version 20.1 Data was analysed by

using descriptive statistical methods like the mean, averages and percentages. Data

was presented using tables, figures, bar graphs and pie charts. The study concluded

that all the four independent variables influence team productivity. Communication,

leadership, employees’ compensation and cohesiveness positively affect the team

productivity in the sales and marketing department of Nairobi Bottlers.

Théoneste, Mbabazize, and Shukla (2016) carried out a research on the effect of

teamwork on performance of non-governmental organizations funded projects in

Rwanda, a case of vision Jeunesse Nouvelle funded projects in Rubavu district. The

study adopted descriptive survey design and a case study survey. The target

55
population of this study was the staff members of Vision Jeunesse Nouvelle funded

projects in Rubavu District of Rwanda which equals to forty three employees of the

organization that has been all taken as sample. Data from this study were collected

using questionnaires and analysed quantitatively using percentages, frequencies and

using linear regressions. The regression model that was used is Y= ß0 + ß1X1 + ß2X2

+ ß3X3 + ß4X4 + e. Statistical Package for Social Scientists was used to execute

linear regressions. The research findings revealed that, the correlation between project

team communication and project performance was at the rate of 0.803 meaning that

project team communication influences Vision Jeunesse Nouvelle project performance

at the level of 80.3 per cent. The findings also revealed that the result of correlation

between team attitudes and performance of project was at the rate of 0.903 meaning

that the team attitudes influences performance of Visio Jeunesse Nouvelle funded

projects at the level of 90.3 per cent hence a significant relationship between team

attitudes and performance of projects funded by Vision Jeunesse Nouvelle. The results

of correlation between team cohesiveness and performance of projects funded by

Vision Jeunesse Nouvelle was at the rate of 0.861 meaning that team cohesiveness is

influencing performance of projects funded by Vision Jeunesse Nouvelle at the level

of 86,1 per cent. The study concluded the significant effect of teamwork on

performance of projects funded by Vision Jeunesse Nouvelle and recommended the

project managers and superiors to strengthen and facilitate the communication

channels within and out of the organization to make the communication effective.

Ahmad and Manzoor (2017) analysed the effect of teamwork, employee

empowerment and training on employee performance. The study is focused on the

56
direct effects of teamwork, employee empowerment and training on employee

performance in telecom sector Islamabad, Pakistan. Based on previous research

studies, it is clear that only few researches were carried out on employee performance

and its relationship with teamwork, employee empowerment and training, especially

in telecom sector. Hence, 150 questionnaires were distributed among employees of

three cellular companies such as Ufone, Telenor and Mobilink Islamabad, Pakistan to

collect data for the study. To analyse the collected data, multiple linear regression was

used on SPSS. The results of the findings showed that teamwork has significant

positive effect on employee performance. The study also disclosed that employee

empowerment has significant positive effect on employee performance. At last, the

study concluded that training has significant positive effect on employee performance.

Therefore, it is recommended for every organization to implement such practices in

their organizations to improve the overall productivity of the organization and gain

competitive advantage.

2.4 Summary of Reviewed Related Literature and Research Gap

The literature review first reviewed some concepts like; Teamwork, Team Trust,

Teamwork and Employee Performance. Emphasis was made on the impact of

teamwork on organisational growth. The literature review adopted three major

theories, namely; Tuckman’s Theory, Belbin’s Theory and Team Performance

Theory. Empirically, related studies on team effectiveness as a means of achieving

organisational growth were reviewed. Most of the literature reviewed focuses more on

the impact of teamwork on organizational productivity or performance on the larger

organisation scale such as multi global companiesies and institutions whereas less

57
literature have been able to look into the banking industry like that First Bank, Zenith

bank and UBA in Enugu. So the findings of the larger organisation on the impact of

teamwork on organisation performance cannot necessary be the same with that of

team effectiveness as a means of achieving organisational growth. Also, the literature

focus more countries beyond the shores of Nigeria, when the personality or

individuals that works in this organisations to be quite different from that of Nigeria in

orientation, which entails that the findings are likely not to be the same. Hence this

makes this study necessary. In order to fill up this gap this study critical assess

teamwork development and organisational performance using Roban Stores, Enugu

State, Nigeria.

58
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 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Research Design

The research design for this study is a cross sectional survey design. Data collection

will involve the use of questionnaire. The use of survey design is appropriate in this

study because it is a useful method in describing characteristics of a large population.

It also allows the researcher to measure the study variables by asking questions to the

respondents and the examining relationships between variables. It’s a cross sectional

study as data will only be collected once.

3.2 Area of Study

Geographically, the study was carried out at Roban Stores Enugu, Plot 1c

independence Avenue opposite Owerre Ezukala St Junction,independence, Layout and

that of Agbani Road at Nnse Bus stop, Enugu, Enugu State.

3.3 Source of Data

The study made used of both primary and secondary data. The primary and secondary

data are extensively used in this work, for the purpose of drawing an empirical

conclusion or analysis of the study so as to come up with fairly objective findings.

3.3.1 Primary Source of Data

The primary data for this study mainly come from distribution of questionnaire to the

respondents.

62
3.3.2 Secondary Source of Data

The secondary data for this study were collected through consulting some text books

from University Library, journals, newspapers, magazines, encyclopedias, other

people’s project reports, websites in the internet (electronic sources).

3.4 Population of the Study

Population is the entire aggregation of cases which meet a designated set of criteria

(Ugwuonah, Onodugo & Ebinne, 2010). The population of the study is made up of the

entire staff of Staff of two branches of Roban Store Enugu. According to data made

available by the personnel manager of Roban Store, the Store has a total of 276 staff

in Enugu. Hence, the total population is 276 staff.

3.5 Sample Size Determination

In determining the sample size, the researcher used Taro Yamane formula (1969) of

sample size determination as follows:

Formula

n
n= 2
1+ N (e)

276
= 2
1+ 211(0.05)

276
= 1+ 276 ( 0.0025 )

276
= 1+ 0.69

276
= 1.69 = 163.3

63
Approximately the sample size is 163
3.6 Method of Data Collection

The main instrument of the data collection used in this study is a structured

questionnaire. The designed questionnaire was divided into two sections. The

questions in section A were on general information while section B was meant to

directly address the research question. In the design of the questionnaire, a five point

Likert scale was adopted where a set of statement were given to the respondents for

them to choose from the options. Data were presented in tables and descriptive

statistic was used to analyse the data. The questionnaire was ranked as follows:

Key:

Strongly Agree = SA

Agree = A

Undecided = U

Disagree = D

Strongly disagree = SD

3.7 Validity of Data Collection

Face validity will be adopted. This method will be used in order to establish the face

validity of the instrument, a copy of the original draft of the questionnaire will be

presented to the project supervisor. The idea was to make sure that the questionnaire

covered what it was supposed to cover in relation with the objective of the study.

3.8 Reliability of Data Collection

64
The researcher used pilot testing method because it was expected that some items or

questions would have several possible answers. The researcher established the

reliability of the questionnaires by computing the alpha coefficient of the items

(questions) in the questionnaire. Cronbach's alpha of 0.7 and above indicates a high

level of internal consistency in the questionnaire.

Cronbach Alpha
Cronbach's Alpha N of Items
0.74 9

3.9 Data Analysis Techniques

The data collected in the course of the field work was presented in a tabular form. The

data was analysed based on simple percentages, round up to 2 decimal places.

However, for the purpose of testing the hypotheses, Simple Linear Regression will be

used.

65