IMPACT OF TEAMWORK ON EMPLOYEE PRODUCTIITY

( In Selected Banks In Ado Odo Ota, Ogun State, Nigeria)

BY
GBEBIKAN ANTHONY OLUWAGBENGA
2019/8099

A RESEARCH PROJECT SUBMITTED TO THE DEPARTMENT OF BUSINESS

ADMINISTRATION, COLLEGE OF MANAGEMENT SCIENCES BELLS
UNIVERSITY OF TECHNOLOGY OTA OGUN STATE

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF

BACHELOR OF SCIENCES DEGREE (BSC) IN BUSINESS ASMINISTRATION
(INTERNATIONAL BUSINESS)

JULY, 2023

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 DECLARATION
I hereby declare that this project is a research effort done by me in the Faculty of Management
Sciences, Department of Business Administration at Bells University of Technology under the
supervision of Mr Hamzat B.S

…….………………….
GBEBIKAN, ANTHONY OLUWAGBENGA

Date: ……………….

ii
 CERTIFICATION
This is to certify that this research work on ‘‘IMPACT OF TEAMWORK ON EMPLOYEE
PRODUCTIVITY’’ was carried out by GBEBIKAN, Anthony Oluwagbenga with Matric
No: 2019/8099 and submitted to the Department of Business Administration, College of
Management Sciences, Bells University of Technology

…….…………………. …….………………….
Mr Hamzat B.S (Mr) Date
(Supervisor)

…….…………………. …….………………….
Dr, Bello B.A Date
Head of Department

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 ABSTRACT
The study examined effect of impact of teamwork on employee productivity In Selected deposit
banks at Ado Odo, Ogun State Plc in Ado Odo Ota, Ogun State, Nigeria. To examine the factors
that drives teamwork and To establish the relationship between teamwork and employee
productivity, if there is any, Descriptive research design also known as survey research was
adopted. Twenty eight questionnaires were administered to the staff of Selected deposit banks at
Ado Odo, Ogun State Plc, all the questionnaires were attended to. In analyzing the questionnaire,
data analytical procedures of table and percentages were used for classification of data while Chi-
square was used in testing of hypothesis. The study reveals a 50% correlation between teamwork
and organizational productivity, with a moderate positive link. The article discusses the effect that
teamwork has on organizational productivity. The researcher was able to clearly demonstrate that
there is a correlation between Team Work and Organizational Productivity based on the responses
gathered from the staff of Firstbank Nigeria plc. The study recommends organizations should focus
on teamwork over individual contributions, encourage team members to discuss roles and
responsibilities, and actively resolve conflicts in relationships. Managers should also play a crucial
role in resolving conflicts, fostering unity and effectiveness. Additionally, maximizing resource
utilization by utilizing time effectively and performing work asynchronously can help bridge gaps
and improve overall team performance. By addressing these factors, organizations can create a
more cohesive and effective team.

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 DEDICATION
This project is dedicated to God, the author and the finisher of my faith for his mercy, inspiration

and motivation throughout this course.

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 ACKNOWLEDGEMENTS
I wish to express my profound gratitude to Almighty God for sparing my life to this moment and

strengthening me throughout this research.

This research would not have been possible without the support, cooperation and assistance of

my supervisor, Mr. Hamzat for his close supervision of this research

My sincere appreciation goes to Dr Bello B.A(HOD), Mr Bello, Mr damola for their concerted

efforts it is mostly appreciated, also to the most charming, caring father and mother i don’t

always take the time to tell you how much i am thankful for everything you have done i say

thank you, for all you have done is immeasurable. Thank you all and God bless you all mightily.

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 TABLE OF CONTENTS
DECLARATION.............................................................................................................................ii
CERTIFICATION..........................................................................................................................iii
ABSTRACT...................................................................................................................................iv
ACKNOWLEDGEMENTS............................................................................................................vi
CHAPTER ONE..............................................................................................................................1
INTRODUCTION...........................................................................................................................1
1.1 Background of the study.........................................................................................................1
1.2 Statement of the research problem......................................................................................3
1.3 Research questions.................................................................................................................4
1.4 Objective of the study.............................................................................................................4
1.5 Research hypothesis...............................................................................................................5
1.6 The significance of the study.................................................................................................5
1.7 The scope of the study............................................................................................................5
CHAPTER TWO.............................................................................................................................6
LITERATURE REVIEW................................................................................................................6
2.1 Concept of Teamwork............................................................................................................6
2.1.1 Importance of Teamwork................................................................................................7
2.1.2 Challenge Of Teamwork.............................................................................................11
2.1.3 Attributes of Effective and Efficient Team..................................................................12
2.2 Employee Productivity.........................................................................................................14
2.2.1 Importance of Employee Productivity...........................................................................15
2.2.2 Challenges of Employee Productivity............................................................................21
2.2.3 Measurements of Employee Productivity......................................................................24
2.3. Theoretical framework........................................................................................................26
2.3.1 Tuchman Theory............................................................................................................26
2.3.2 Hackman and Oldham’s theory......................................................................................28
2.3.3 Group Dynamics Theory................................................................................................29
2.3.4 Meridith Belbin Theory.................................................................................................30
2.4 Empirical Review.................................................................................................................31
CHAPTER THREE.......................................................................................................................36
RESEARCH METHODOLOGY..................................................................................................36
3.2 Research Design...................................................................................................................36
3.3 The Study Area.................................................................................................................36
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 3.4 Population of the Study......................................................................................................36
3.6 Sources of Data Collection...................................................................................................38
3.7 Instrument for Data Collection.............................................................................................38
3.8 Method of Data Analysis......................................................................................................38
CHAPTER FOUR.........................................................................................................................39
RESULTS AND INTERPRETATION......................................................................................39
4.0. Preamble..............................................................................................................................39
4.2. Descriptive Statistics and Testing of Hypotheses...............................................................41
4.2.1. Analysis of Data...............................................................................................................41
4.3. Test of Hypotheses..............................................................................................................48
4.4. Discussion of Findings........................................................................................................50
CHAPTER FIVE...........................................................................................................................52
SUMMARY, CONCLUSION RECOMMENDATIONS AND SUGGESTION FOR
FURTHER STUDIES................................................................................................................52
5.0 Preamble...............................................................................................................................52
5.1 Summary of Findings...........................................................................................................52
5.2 Conclusion............................................................................................................................53
5.3 Recommendations................................................................................................................53
5.4 Suggestions for Further Studies...........................................................................................54
REFERENCES..............................................................................................................................56
APPENDIX....................................................................................................................................57

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 CHAPTER ONE

INTRODUCTION

1.1 Background of the study

Teamwork is an integral feature of the workplace. It comprises people who work together

to assist the business and more complicated types of teamwork might involve training "work

teams" to finish a project. Allowing members of the team to contribute their unique expertise and

experience to a project or task increases the number of tasks the team can carry out and the

number of jobs that can be done without further study. It is true that many brains occasionally do

more than just one (Okoh, 2016).

Teamwork may be described as an activity when individuals are brought together for a

shared goal or aim and the demands of the group prevail above that of the individual. Essentially,

each team member has set personal interests aside to achieve business goals. Teamwork dates

since the birth of humanity, and many companies utilize the phrase in one or more ways:

manufacturing, marketing, etc. A management team, a production team or a whole business

might be a team. Teamwork is a word that concerns the relationship between individuals and,

thus, their work. The word 'teamwork' was invented by Wage for the notion (2017).

Collaboration to achieve common goals and goals for service consumers and

organizations Service users and organizations should work together to preserve an appropriate

level of operation (productivity). Ruth (2017) found that the cooperation of employees is

regarded as including a wider variety of individuals than the job definition suggests. By

definition, collaborative work is time-consuming. Alan (2013) describes teamwork as a group of

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experts working together to achieve a single common purpose by using their constructive

synergies, individual accountability and complementary skills. Employees have a range of

alternatives to finish large projects. All has been done and nothing is at risk.

According to Davis (2017), companies typically stress the necessity to acquire these

employees. (Employees), who should work together and regularly talk about (employers). They

work in teams to demonstrate the worth of diverse skills through a range of unique abilities.

Personnel Organizations, on the other hand, organize employees into different teams, such as a

management team, development team, etc.

Organization is a social unit of individuals structured and managed to meet the shared

needs or goals. The organization is also a structured arrangement of people, goals and processes

which all strive towards the same specific purpose. Each organization has three separate

components: people, goals and system. The purpose is generally articulated in terms of

objectives. Productivity is evaluated by a person's capacity to assign resources such as raw

materials, labor, skills, capital, infrastructure, land, intellectual property, and financial equity and

the ability to create goods and services.

Teamwork is vital to every company's success. Since "no one is an island" the beneficial

benefits of successful cooperation may boost a complete firm and can damage an organization by

the harmful repercussions of poor teamwork. It is vital to attract and maintain the proper team

members for collaborative success. In consequence, most human resource techniques make

cooperation a high priority because of their important function in organizational productivity. A

long article on the impact of cooperation on organizational productivity is therefore necessary.

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1.2 Statement of the research problem

Each firm seeks to achieve efficiency, irrespective of size, to maximize output. In today's

organizational environment, firms need to assess both their input (resources) and output (goods

and services). Although the workforce of a company may be quite huge, its productivity is

relatively poor and its goods are not increasing. People depend on one another to do and achieve

things that they are unable to do alone (Shouvik & Mohammed, 2018). Many people today have

forgotten the value of teamwork in their personal lives in general and in the workplace in

particular, despite the fact that all religious principles have stressed how important it is to

achieve the best results and to maintain every person's right equally by dividing the tasks and

duties. Lack of a collaborative approach and concept in the workplace leads to low levels of

productivity, efficiency, and innovation across industries. In order to better understand how

cooperation, leadership, trust, performance evaluation, and rewards affect organisational

productivity at Selected Banks in Ado Odo, Ogun State, this study will focus on these factors.

This might be the result of the failure of these companies to cooperate, and if so, there are others

that have teams which create little or no work. This can be the result of the following problems:

1. Lack of organizational cooperation: This refers to the organization's failure to organize work

in working groups to utilise the human resources of the organization.

2. Ineffective leadership in an organization: the style of the organization may be incompatible

with cooperation as a result of its leadership.

3. Lack of motivation to workforce: The way companies reward employees, especially when

working in teams, can frequently lead to a poor level of organizational efficiency.

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4. Inadequate work team leadership: While there are many teams, there are no persons with team

leadership skills to guide them.

5. Persistent conditions inside an organization which operate as a barrier to growth: The

Circulations It is permanent in an organization (lack of adoption of new ideas) The lack of

motivative program design, development of education, bonuses, rotation of workers and the use

of old-fashioned technologies, among other factors, may result from poor productivity in

organizations..

1.3 Research questions

The following research questions have been developed to direct this research for the purpose of

this study:

i. What are the critical teamwork factors that impact employee productivity?

ii. What is the level of relationship between teamwork and employee productivity?

1.4 Objective of the study

The main aim of this study is to examine the impact of teamwork on employee productivity. The

main objectives are:

i. To identify critical teamwork factors that impact employee productivity

ii. To determine the relationship between teamwork and employee productivity.

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1.5 Research hypothesis

The study would test the following hypothesis;

H01: There is no significant impact between the factors that drives team work and employee

productivity

H02: There is no significant impact between teamwork and employee productivity

1.6 The significance of the study

This research would assist corporate organizations by enhancing policy development about

workplace collaboration. Additionally, this research would benefit the general public by

educating individuals about the effect of collaboration on organizational productivity.

Additionally, this research will add to an organization's current understanding about

collaboration.

1.7 The scope of the study

The study will feature a comprehensive essay on the influence on corporate performance of

cooperation. This scope will support the investigation of the stance of the authority on the

definition of workplace teamwork, together with the key factors impacting team productivity and

the challenges affecting workplace collaboration.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Concept of Teamwork

The teams have replaced people as the fundamental building blocks of companies, according to

Mc Shone (2018). In French, television shows have moved to team-based companies with teams

attracting more attention than individuals. Firms should search for employees who are not just

technologically knowledgeable but also able to work in teams to solve problems. According to

the Taylorist paradigm, work was divided into brief, repeated functions. Although cycles and

comprehensive working procedures are proposed, this strategy does not allow enough space for

upgrading and invention to quickly alter and be adaptable (Taylor, 2013).

Chukwudi (2014) reports that a team is established when people with similar aims join together

on a single platform. Gupta (2008). According to Jones (2017), the influence of cooperation on

employee performance has to be understood. Some analysts feel that collaboration is a key

component in the success of a company. According to Harris & Harris, people establish mutual

ties to fulfill their goals/tasks (1996). Murray and Stewart (2000) describe a team as a collection

of individuals working together to achieve a shared objective.

Hanaysha (2016) defines teamwork as a gathering of people willing to work together to achieve

a shared goal. Robbins and Judge said a team of individuals whose combined efforts lead to

achievement that exceeds individual contributions (2017). According to Milliman et al. (2003),

the aim of employee cooperation is to increase organizational efficiency. (2001) Teamwork is a

strategy of collaboration that enables ordinary people to achieve exceptional things.

According to Mulika (2010), cooperation is an exact organizational measure which exhibits

various aspects in all types of companies including non-profit companies. Keller (2001) defines

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teamwork as the establishment and maintenance of a group inside an organization to achieve the

common goal. According to Sommer et al, it takes two or more individuals to work together to

attain common aims (2015). According to Kozlowski and Klein (2000), teamwork is a multi-

layered system with workplace and different factors.

2.1.1 Importance of Teamwork

According to Pielow (2010), cooperation inside the company is more important than ever owing,

amongst other changes, to the industry's current competitiveness, consumer demands and new

technologies. The more problems your organization faces, the more important cooperation will

be. Integrity, coordination and strong leadership are key to effective cooperation, with an

emphasis on shared interests and mutual accountability for success (or failure). The team, on the

other hand, would struggle to work successfully without confidence and coordination. The

formation of a management team, which creates a strategy plan and lists the firm's most

important objectives in priority order, is the first step in the entire organisational collaboration

process.

The next step is to communicate the company's mission, values, and goals to the team or teams

in charge of planning and carrying out the mission. This is followed by building trust among the

teams so that they can carry out their duties. Only collaborative planning and execution can

result in the achievement of marketing goals and other operational objectives.

According to the book "The Squad Five Dysfunctions," Patrick Lencioni's book, senior

managers, medium management and delegated team leaders should urge and encourage team

members, before taking action, to examine the following considerations:

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Trust among team members: it takes time to establish trust. If there is no trust, the team leader

must first attempt to create it, which requires team members to open up and reveal their

weaknesses and worries. In particular instances, a team building activity should be used. In some

business settings, the leader may be obliged to assume responsibility for establishing trust or

restructuring a team to reach the required degree of confidence in the work of the team due to

time limitations. If no one can trust the other team members, there will be limited team success.

Prepare for debate: While disputes may lead to conflicts, they may also be useful. The team

would not discover the best answers to the challenges without proposing and discussing ideas.

The perspectives and recommendations of the other team members can be established via polite

dialogue.

Acquire the capacity to commit to decisions and courses of action: collaborative outcomes

can only be achieved by dedicating themselves to collective decision-making as a team and

agreeing on particular action plans. If any team member does not fulfill his duties, the team will

fail.

Responsibility for Another Actions: Team members need to be able to monitor and help one

other to achieve success and overcome barriers. Ad hoc meetings may be needed to coordinate

departmental and organizational activities.

Concentrate your efforts on reaching a collective outcome: The vision and/or mission of the

team must be accepted by both team members and important priorities must be considered as

shared by all team groups. If the major purpose of a management team is to return to

sustainability, all objectives and time commitments have to be adapted. Team failure is caused

by a preoccupation with outcomes that damage the primary goal of the team (s).

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 Organizations that emphasize collaboration have resulted in higher personnel efficiency,

increased output, and improved job resolution (Cohen and Bailey, 1999). According to one

study, teaching people how to work in teams is not an easy process since it is unethical to do so

(Crosby, 1991). Bacon and Blyton highlighted two essential factors: autonomy and the capability

of the interpersonal team (2006).

These features promote communication and interpersonal relationships between team members

and employee efficiency. A modern company places a strong emphasis on teamwork. Since it

exhibits a variety of characteristics in many types of organisations, including NGOs, teamwork is

a legitimate organisational indicator (Mulika, 2010). In order to get the most performance out of

the workforce, a competent manager assigns tasks to team members or members of a group

(Ingram, 2000). Additionally, research has shown that each company's staff members need to be

able to create a framework for team building in order to spread best practises and enhance

performance.

The fundamental aim of designing and implementing such a framework is ultimately to improve

staff training (Washer, 2006). According to Ingram (2000), collaboration is a strategy that may

enhance people and organisations' efficiency, but must be nurtured over time. In view of the

increasingly competitive market, companies need to examine ways to increase efficiency. Top

managers should have a vision to build organisation, a sensitivity to nurture them and the guts to

enable teams to play an important part in the decision-making process. According to Conti and

Kleiner (2003), teams offer enhanced participation, challenges and sentiments of achievement.

Team organizations are going to attract and retain the best people.

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Enhanced productivity

Prominent organizational behavior academics. Katzenbach and Smith (1993) are convinced that

people working in teams are productive, less stressful and more stressful. These individuals are

less likely to suffer stress since the activities or issues of the company are divided and the load of

an employee is reduced. This helps employees to gain new skills and knowledge while reducing

their load and leading to better results and productivity.

Effective Decision-Making and Execution

In order to respond to a variety of market difficulties and pressures, organisations have relied on

teamwork to make strategic decisions (EWON, 1998). A company's attitude towards team

integration is critical during the implementation decision-making phase since a successful team

makes the organization's ideal strategy a reality and boosts efficiency. The mission and goals that

must be accomplished are clearly understood by high-performance teams, and they anticipate

that these goals will lead to a worthwhile or meaningful end. Team priorities and duties are

established to carry out these objectives, which facilitates quick decision-making.

Trust in the Team

Confidence among team members arises as team members build confidence in each other.

Research has shown that confidence promotes the development of unique skills and collaboration

between people. It is the responsibility of the organization to offer a trustworthy and favorable

atmosphere for synergetic collaboration. Manz and Neck (2002) claim that high-performance

teams emerge when there is collaboration and harmony amongst members. Confidence provides

an environment where team members can address their mistakes, accept criticism and openly

express their feelings, leading to greater cohesion.

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Rabey (2013) and Staniforth (2000) report that teamwork is a collaborative approach to solving

problems, which leads to potential benefits and enhanced synergy. Managers need to establish

and develop an employee incentive scheme and to encourage teamwork. They must also identify

group goals linked to the strategic direction of the firm, employee development and fair payment

methods. Regular monitoring of collaboration efforts should be a fundamental aim of any

business strategy. Herzberg (1968) claimed extrinsic incentives are the key aspect that affects

important personnel movement.

2.1.2 Challenge Of Teamwork

Alongside positive and encouraging team viewpoints, negative and disruptive agendas will

emerge, undermining each team's capacity for cooperation and effective implementation.

Negative and damaging attitudes can be attributed to a variety of factors, such as individual

preferences, resistance to change, immaturity, and a lack of leadership or team participation. A

leader's primary responsibility is to keep an eye on each team member and to keep an eye out for

risky or damaging behaviours. They must motivate the group to acknowledge and address

problems that develop in a team setting. Leaders must take extra disciplinary action against the

violators if this fails.

Leaders should ask their staff about the following undesirable roles and behaviours:

Aggressor: The aggressor is a shameless critic of all the statements, and operates as an

aggressive neighbor in a collaborative atmosphere. By undermining and deflating the position of

other members of the team and causing fear, he or she might hinder new ideas and concepts. The

general motivation of the team and subsequent engagement of participants will begin to decline

without testing this action and function.

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Blocker: A domineering person who automatically opposes other people's thoughts and opinions

is known as a "blocker." The team's ability to strategize and weigh the advantages of novel

techniques and ideas is hindered by this individual. Similar to the aggressor, the person may have

a negative impact on teamwork by intimidating specific team members, limiting their

commitment, and lowering the team's morale and engagement as a whole.

Withdrawer: The withdrawer refuses to participate in team activities and does not have personal

participation. This individual focusses the team's attention on its immature behavior and tries to

respond to the resultant unhappiness and displeasure, thereby limiting the team's ability to

advance problems and assign jobs.

Recognized Individual: the seeker of recognition continually expresses his own thoughts,

suggestions and points of view to control the conversation. In addition, the reconnaissance seeker

tries to persuade the team to accept its ideas and perspectives.

Jump to the subject: A topic hopper cannot go extensively into any problem. It demonstrates a

short span of attention and often disturbs group talks by trying to change the subject. These

disturbances might lower the output overall by distracting the crew.

Dominator: When working in a team setting, the dominator exhibits threatening and

intimidating behaviour. To seize control of the group and dominate all conversations, this person

employs coercion and action reduction. The dominator usually "hijacks" the group by pressuring

it to accomplish its own objectives.

2.1.3 Attributes of Effective and Efficient Team

Team Structure: There are numerous methods in which organisations can be set up, and there

are numerous ways in which their internal structures can be built. How it functions and behaves

12
is predetermined. The team is made up of individuals who are organised into teams using a

contemporary organisational structure that is sometimes referred to as being less hierarchical.

Takuya (2019) asserts that you can use several types of concepts to specific goals while

managing various team arrangements. Definition, organisation, and motivation of team members

are all tasks that require careful thought and consideration. He asserts that a company establishes

two main team structures to fulfil objectives:

Functional Teams: Some teams operate in the background, remaining active but unnoticed

despite being crucial to the day-to-day operations of the company. These teams, which are

widely regarded as the foundation of the entire business, are in charge of funding, distribution,

and marketing. These teams function extremely well and covertly within the general standards

and strategies established by senior managers of the company. Most of the time, they are given

the go-ahead to carry out and realise the organization's lofty vision before the situation is

evaluated. Such conditions could develop as a result of market dynamics such as head-to-head

competition, technological advancement, changes to the regulatory environment, or changes to

land legislation. These teams are selected, and they adhere to a schedule and pattern decided

upon by the managers after careful consideration and discussion.

Teams for Specific Projects: Project teams, however, are a very different animal. They are set

up in a time-based manner to finish particular tasks, accomplish particular objectives, or realise a

vision. The teams are typically broken up after the objective is achieved, and the team members

go back to their regular jobs. In order to achieve the shared objective, the marketing director,

advertising director, financial controller, and operational officer may form a team. After

13
achieving your market share aim within the allotted time frame, you can delegate market share

maintenance responsibilities to the functional team.

Team Effectiveness

The current emphasis on teams is unquestionably more than a managerial strategy. The

importance of teams in business has consistently been demonstrated by organisational

performance studies. Teams, however, can be executed well or ineffectively. The future of a firm

can be predicted by the effectiveness of its teams. Things must be done correctly if we are to

perform them correctly. This post discusses my own, both positive and negative, experiences

with teams over the years, as well as recent findings in the organisational leadership literature

regarding the characteristics of a productive team (Fogg, 2014). (Fogg, 2014).

While teams are frequently thought of as "a collection of individuals" that participate in one

another's lives, advance the organisation, and work towards a common goal, a successful,

effective team is much more (Murray 2000). (2000) Murray. Collaboration has traditionally been

seen to reduce organisational productivity. Some managers have talented teams supporting them,

which enables them to achieve outstanding achievements. Regardless of whether the programme

effort is led by a person or a group of people, members of a successful team are concerned about

the wellbeing of the community and adeptly integrate individual skills with a positive team spirit

to produce results.

2.2 Employee Productivity

In this era of increased competition, leaders are more aware than ever of the importance of

collaboration. Through cooperation, teams help people to achieve more. The standard of the

14
organization for team members is (Alie, Beam & Carey, 1998). It is a technique to optimize

employee use and possibly to improve the efficiency of an individual. With the support of the top

management, an individual can work confidently in a team and contribute to the efficiency of the

organization. Managers are now giving employees in the new corporate environment more team

jobs that offer opportunities to develop skills and knowledge. to determine their qualifications

(Hartenian, 2003).

Cohen and Bailey (1999) define a personnel team as a group of people working together on tasks

and sharing responsibilities for outcomes. Teams allow people to collaborate, develop their

unique talents and offer constructive criticism without conflict (Jones et al., 2007). The efficient

operation of any organization requires teamwork. Because most business activities are

complicated by technological developments, many companies make a contribution to

cooperation a premium. Collaboration is essential for all kinds of enterprises, including non-

profit groups, according to one study (Pfaff & Huddleston, 2003). Team members develop their

abilities through collaboration (Froebel and Marchington, 2005). As a result, team members can

learn from one another and grow their knowledge, abilities, and productivity more quickly than

individuals working alone in a workplace.

2.2.1 Importance of Employee Productivity

Many academic and practical research has explored the impact of teams on corporate success

throughout recent years (Jones et al., 2008). The most plausible rationale is the conviction that

teams can affect the success of the organization. Some researchers say that collaboration is

particularly beneficial in attaining business goals and encouraging subordinates to work

successfully. There should be a relationship between collaboration and success for a number of

15
reasons. Effective team behavior may help businesses enhance their performance when they face

new challenges, according to academics and therapists. The effect of cooperation on results must

be understood and some experts feel that team work is one of the most significant components to

improve the performance of a firm (Jones et al, 2008).

The idea of teamwork refers to people cooperating in groups like sales teams or athletic teams.

Since future employees' willingness to interact is now so widely recognised, several

multinational corporations have developed cutting-edge methods for doing so. A team has

existed for as long as anyone can remember, and few businesses have not utilised teams to some

extent. As a result, it has become a desirable objective in the majority of enterprises; the idea of

collaboration empowering personnel and fostering cooperation (Adeleke, 2008). Teams are

frequently referred to as management teams, production teams, support teams, and even

enterprises.

This means that many firms now use a "team-based" approach to work in which cooperation is

the key way to do their duties in these organisations. The managers thus emphasize the

significance of cooperation and urge staff to collaborate in this way (Richard, 1991).

The teams replace people as essential components of organizations, according to McShone

(1998), with French-language television networks depending more on collaboration and giving

teams more credit than private individuals. Companies search for people who can work in teams

and solve challenges.

According to Steiner (1972), teams and teamwork have existed for a long time in organisations

like Procter & Gamble and Botany. The automobile and car sectors adopted a new team-oriented

strategy when American companies retooled in the 1980s to compete against rapidly growing

Japanese competitors in the market. Teams are more than the typical collaborative structure to

16
make rapid and effective judgements, according to Brown et al.'s management discovery of a

wide variety of research (1996). He continued by saying that the teams needed to rethink and re-

engineer future processes demonstrate how simple changes, like support for people and ideas,

may result in significant benefits.

The influence of Team Members' Ability on Employee Performance

The knowledge, talents, and abilities of a team's members influence some of its performance.

The performance of a team consists of more than just the talents of its individual members. But

these skills affect what people can accomplish and how well they work in a team (Robbins and

Judge, 2007). They contend that three different types of talents are necessary for a team to

function well. In the first place, it necessitates technical knowledge. In order to identify issues,

provide alternatives, assess solutions, and make informed judgements, it also requires people

who can think critically and solve challenges.

They finally indicated that teams require great listening, feedback, settlement of disputes and

other interpersonal skills. They also asserted that without developing all three categories of

talent, no team can reach its full potential. The proper ratio is crucial since having too many of

them results in subpar team performance. They pointed out that research on team members has

provided many unique insights into the make-up and efficacy of the team, including the necessity

for equitable job distribution, the capability to apply prior knowledge to new challenges, and the

requirement for matching team capacity.

The influence of Reward on Employee Performance

The value of recognizing cooperative efforts over competitive effort has been underlined by

Robbins and Judge (2007). They suggested that employees should be given promotions, wage

17
raises and other recognition for their efficiency as a collaborative team member. They

emphasised that this does not imply that individual efforts are undervalued; rather, they are

counterbalanced by unselfish collective contributions. They recommended rewarding actions like

teaching new teammates, imparting knowledge to team members, mediating conflicts within the

team, and acquiring new talents that the team lacks. Rabey (2003) shows in a similar trend that

teamworkers pay prizes for recognition and incentives. He stressed that observer managers are

fully aware of this and always appreciate the benefits of the team. As pointed out by Herzberg

(1987) reward and recognition may be a source of both intrinsic and extrinsic motivation. He

argues, however, that foreign motivation is the key aspect in the migration of employees.

Managers need to create and build a reward system that is appropriate for the employee and

encourage team participation in order to achieve effective performance.

Collaboration and Performance of Employees

The influence of cooperation on the performance of workers has been a major subject of

numerous academic and practical research in recent years (Jones et al, 2007). This is because the

practical concept of cooperation significantly affects how a firm and its employees function.

Teamwork has been described and addressed in terms of attaining and fulfilling the business's

aims, goals, plans, and objectives as well as energising and enhancing staff performance.

Numerous elements and reasons highlight the connection between cooperation and the quantity

and quality of work performance. Teamwork is viewed as being necessary for improving a

particular scholar's performance, according to Jones et al. (2007), hence it is crucial to

understand how collaboration influences performance.Team members develop their abilities,

talents, and skills together (Froebel and Marchington, 2005). According to research and experts,

effective collaborative behaviours and ideas can help employees increase their performance and

18
productivity while also enhancing their ability to manage conflicts and deal with sudden and

unforeseen work challenges. The best way to define teamwork is as a group of individuals

working together to complete a task or achieve a common objective. Due to the increased value

of this skill, some large organisations have developed specific exams to evaluate their employees'

potential for working in teams. As a result, the ability to work in a team has become a necessary

talent for all employees to be employed. The concept and idea of teams was utilized throughout

the foundation and development of human civilization many years ago, and is so important and

vital in any professional and developing activity. In many enterprises, especially non-profit

organisations, teamwork is an effective organisation that exhibits a variety of attributes (Mulika,

2010). Teams, according to Conti and Kleiner (2003), foster greater involvement, provide

opportunities for professional development, and foster a sense of achievement. In order to

increase employee productivity and emphasise the importance of working as a team to realise the

goals and ambitions of the company, some businesses have started to use team-based strategies.

The term "team-based approach" refers to the main tactic used by employees of an organisation

to collaborate and complete tasks. These methods are used at these companies' workplaces, and

managers there emphasise the importance of cooperation and how it may improve the working

environment for their staff while also boosting innovation, productivity, and overall

performance. Cohen (1999) asserts that teams are replacing individuals as essential elements of

businesses. The importance of teamwork in education in the twenty-first century was emphasised

in order to help students develop their professional abilities as a part of their academic journey.

More and more employers are defining the workplace as requiring essential professional abilities

including teamwork, effective communication, conflict resolution, and communication. In this

19
way, businesses and managers are constantly looking for workers who can collaborate and form

teams, which is a necessary skill in any workplace.

Employee Performance and Team Trust

Successful teams have members who have faith in both their leaders and one another.

Interpersonal trust among team members promotes collaboration (Robbins and Judge, 2007). As

team members grow confident in one another's abilities, trust between them grows. Mickan and

Rodger (2000) found a correlation between trust and team performance. Trust creates the

behavioural framework for cooperation, which leads to greater performance among employees

and corporate synergy. They hold people accountable for creating a culture of trust within the

business. Organisations are in charge of fostering a welcoming and reliable environment that

encourages synergistic collaboration. They suggested that in order to advance corporate goals,

businesses should transform their appraisal of trustworthy behaviour into a performance

evaluation system. As Manz and Neck (2002) noted, high-performing teams thrive inside an

organization due of member collaboration and cohesiveness. Minimizing errors, producing high-

quality outputs, increasing productivity, and, of course, customer happiness are just few of the

factors used to evaluate a team's success (Mickan and Rodger, 2000). They discovered that trust

must be prioritised as a team culture value in order to develop collaboration among team

members since it fosters an atmosphere where team members may discuss mistakes, accept

criticism, and freely express their emotions about any topic.

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2.2.2 Challenges of Employee Productivity
According to Steffen Maier (2018), Businesses who just measure productivity as the quantity of

output from employees will find that their staff is stressed out and disengaged. Nevertheless, it's

critical to make sure that workers feel like they are having an impact at work, are effectively

using their time, and are being productive.

Here are some of the most typical productivity roadblocks for today's knowledge workers, along

with solutions:

Employee disengagement

Since they don't have a feeling of commitment to the organisation, those who are disengaged are

generally not functioning at their best. A Gallup survey, however, revealed that firms with high

levels of engagement produce work at a 21 percent greater rate. When people feel strongly

connected to a company, they are more driven and hence more likely to be productive, which

contributes to the success of that organisation.

Employee engagement depends on successfully developing a workplace culture in which

workers feel supported and valued. For Dis to be effective, the company's values must be clearly

expressed and communicated to every team so that everyone is aware of the objectives they are

all working towards.

People's motivation will be increased personally by a stronger sense of purpose in their job and

everyday responsibilities.

Additionally, they want immediate, heartfelt acknowledgment. When employees are made aware

that their work directly affects business results, they establish a sense of belonging and an

emotional bond that is helpful to both them and their firm.

21
Ineffective performance management

A Gallup survey found that 50% of workers are unaware about their job duties. This affects

overall productivity because people may establish the incorrect priorities, become confused, and

work on the wrong things in the end. However, managers that assist their team in setting goals

for each work hour might observe productivity gains of 5% to 10%.

Managers must set goals for their teams in order to effectively lead them, but they must also

regularly align with them and offer opportunity for check-ins. To know how they are doing and

where they may improve, people need feedback more frequently.

People ought to be able to frequently pinpoint their areas of strength as well as the objectives

they ought to be working towards all year long. The knowledge they need to keep learning and

getting better will be introduced to them in their quarterly or sprint-based performance

assessments, depending on their requirements.

Tools, training and development

Even after explicitly articulating expectations and goals, employees will still need continuing

coaching and support throughout the quarter or sprint. To avoid coming seen as inept, some

people may try to solve their difficulties on their own. However, doing so may cause them to

take longer or make mistakes, which might negatively impact overall productivity. It's essential

to foster a culture of lifelong learning instead, one that motivates individuals to ask questions and

take charge of their own learning.

A manager must demonstrate that they are consistently prepared to provide their team members

constructive criticism or advice in order for them to develop in their jobs. In reality, a Western

22
Michigan University research indicated that receiving excellent feedback can boost performance

by 5% to 20%.

Excessive meetings

In the modern office, there are more distractions than ever thanks to open office designs and app

notifications. Meetings, however, are a frequent offender that goes unpunished!

There are days when you have nonstop meetings, or even worse, days when there are only short

gaps of 30 minutes, just long enough to see the minutes of productivity ebbing away.

Ensure that your corporate culture, which should be robust, penetrates everything you do, from

how meetings are conducted to how discrimination impacts workers.

If you want to portray a vibrant and entertaining culture, assist individuals in learning efficient

meeting management tactics that won't undermine their morale and reduce their productivity.

One method to lessen workplace distractions is to institute "no-meeting Thursdays," build quiet

offices, or install a signal for when someone needs uninterrupted focus time.

Non-work related reasons

Sometimes there is a personal reason for poor performance. But pushing yourself too hard at

those times will only result in high levels of stress and exhaustion. Making ensuring people feel

supported rather than pressured at certain times is vital given your business culture and an

engaged workforce.

Employers are frequently overlooked by businesses. However, as was stated at the outset,

productivity is not only a matter of putting in money and obtaining labour in return. Non-work-

related stress can significantly affect a person's ability to concentrate and complete tasks. Give

23
individuals the time and assistance they need to recuperate rather than squandering resources,

and you will develop devoted brand advocates in return.

Establishing regular 1-on-1 meetings between managers and their direct reports is one approach

to guarantee that employees feel supported by their employer. If they regularly check-in, not only

on work but also on how they are feeling about their jobs, this gives people a chance to speak up

when things are tough.

Additionally, you may encourage a coaching culture across the board, enabling people to feel

supported by all of their coworkers as opposed to simply their managers.

Fundamentally, you want to make sure that your employees feel appreciated and are contributing

to the company. Increasing their sense of productivity and providing the appropriate framework

for support both help with this.

2.2.3 Measurements of Employee Productivity

Here’s a step-by-step guide to measuring the productivity of your employees:

Set up a standard for your employees

The first step in employee productivity evaluation is setting a standard output for individual

tasks. dis way, your employees will understand what you expect from them.

Measure tasks instead of hours

After creating the standards, explain to your employees the measurements or targets you set for

their tasks. For instance, focus on how many drafts your employees can submit in one day.

Then, measure the least number of tasks an employee can produce and make it the standard

target.

Get client feedback

24
Collecting client survey data can help you track the good performances of your employees. At

the same time, you can identify bad performance issues and improve them. Overall, you can get

good insights into how you can enhance the service you provide.

Carry out surveys

A company’s culture or moral values play a big role in the company’s productivity. Hence, it’s

good to survey how your employees feel about working for the company.

For instance, you can use Moodtracker® to gain insights from your employees and address their

concerns within the workplace.

Identify uncontrollable factors

Setting standards is a good choice for your company. However, you should also consider

uncontrollable factors if the employees fail to achieve the goal.

For instance, a standard 50 calls per day in customer service might not be a reachable goal for

some employees due to the number of hours customers take per call. As a result, you need to

adjust your standards.

Request daily updates

You can monitor each employee's development individually by requesting daily updates. You

can maintain their motivation to do the work in this manner.

They can also get in touch with you for assistance if they run into problems with the assignment

or project.
Reward hard-working employees
The most valuable asset of your company is the human factor. Although the capabilities they

offer vary greatly from employee to employee, you can encourage them to do their best in the

form of reward and appreciation.

25
For example, Social Recognition® allows employees to nominate one another for their admirable

performances. This can become measurable if you gamify it by giving out rewards once

employees or teams hit certain milestones along the way.

Maintain increased performance

Once you’ve established standards that result in a desirable output, you should encourage you're

employees to maintain their performance.

that said, maintaining productivity can be in the form of monthly, quarterly, or annual

evaluations. dis way, you can reward hard work and provide assistance where needed.

Monitor absenteeism and presenteeism

Another vital component of measuring the productivity of your employees is monitoring

absenteeism. For instance, an employee performing brilliantly when at work results in a positive

impact on the profit. However, if the employee takes a significant amount of time off work due

to work stress, it can also affect the company’s overall productivity.

On the other hand, presenteeism means that employees attend work even if their ill. While it

might sound like a good thing, presenteeism can hurt company performance. Once an employee

goes to work sick, they can’t perform well. On top of that, they are going to the office while sick,

risking infecting other staff and extending their recovery time.

2.3. Theoretical framework

2.3.1 Tuchman Theory

The Tuchman version, released initially in 1965 (Tuckman, 1965), is frequently regarded as the

foundation for a fruitful crew development. The most widely used teamwork theory is Bruce

Tuchman's "Team Phase Model". By acknowledging that businesses do not initially begin to

operate fully, Tuchman's interpretation is complete (Tuckman & Jensen, 1977). Tuchman asserts

26
that groups develop over the course of several distinct periods into coherent, project-focused

units. According to the hypothesis, the overall performance development of the complete group

goes through four stages. Employees try to understand their various coworkers during the first

stages of an organization's development and wonder why they are there.

Storming is the second stage, during which group members begin to view themselves as a team,

even if it may also be tough for fellow Members to become leaders rather than followers (Abudi,

2010). In the third stage, known as "standards," the group begins to work together and defines

objectives, rules, and specifies who does what and what results. Performance is the last

component, and the team now begins to grasp that it's not just about the project, but also the

group's links. Somewhere in this period, the team begins to develop (Pfeiffer, & Jone, 1973). On

behalf of the United States Marine, Tuchman talks about his work with a team of social

psychologists. The team investigated the behavior of tiny institutions from several viewpoints.

Tuchman performed a research on group development of 50 papers and found that these tiny

companies had two characteristics: the interpersonal or institutional structure and the assignment

activity (Lipnack & Stamps, 1997). As a result, he noted that agencies developed into teams in

four separate stages. The first is an orientation, a trial section that typically leads to a certain

duration of difficulty. Usually this is resolved and leads to a more socially coherent time. Finally,

parties decided on a functional component that focuses only on position. To characterize these

four steps Tuchman has created the often used words "shaping," "storming," "norming" and

"emerging." Tuchman's ideas clearly imply that achieving the "fullness" stage requires time, and

challenges are typical for such teams as their relationships mature. This might explain why

Tuchman created the name "storm." In particular during the early age. The well-known stages of

Tuchman are part of a collaboration paradigm based on the layers of group growth. His idea may

27
have acquired acceptance because of the distinctive titles given to each step (Sims, & Manz,

1994). It also gives a practical and easy way of reflecting on how we human beings behave in

group circumstances. To start with, let me show that teams are going through stages as they

expand. Second, the urge to control certain characteristics of group behavior at each stage of

growth is emphasized. Maybe Tuchman's simplicity explains its beauty and practicality. Theories

of group growth, such as the phase of institution formation in Tuchman, acknowledge that teams

progress through several stages, from education to action. While these theories provide

significant information on diverse group needs at various times, several concerns are not

adequately covered by the models.

Five essential job characteristics—skill variety, task identity, task significance, autonomy, and

feedback—according to the article—have an impact on three critical psychological states—

experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the

actual results—which in turn affect work outcomes—job satisfaction, absenteeism, work

motivation, etc. The five primary work attributes may be combined to form the motivational

potential score (MPS) for a job, which can be used as an indication of how likely a job is to

change an employee's attitudes and actions.

2.3.2 Hackman and Oldham’s theory

According to Hackman and Oldham's theory (1976), having three psychological states while

working is associated with high motivation:

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Meaningfulness of work

You might be able to identify with that labour because it has meaning for you and is more than

just a set of repetitive actions. Intrinsic motivation requires that work be inspirational in and of

itself, as opposed to motivating only as a means to an end.

Responsibility

You have been given the opportunity to perform well or poorly at your work because you have

had sufficient flexibility to do so. This would need the ability to adapt and take into account new

information you learn while working.

Knowledge of outcomes

There are two reasons why this is important. First, to let them know how successful their effort

was, so they may improve on previous failures. The second is to emotionally connect them to the

people who will benefit from their labour, which will deepen the meaning of their employment

(for example, even if I may only work on a production line, I am aware that the food rations I

make are used to help people in disaster areas and might potentially save many lives).

2.3.3 Group Dynamics Theory

The actions and psychological processes that occur inside or between social groupings are

referred to as the intragroup dynamics or intergroup dynamics of that social group. Research into

group dynamics may help in understanding decision-making behaviour, keeping an eye on the

spread of illnesses in society, developing effective therapeutic techniques, and keeping an eye on

the development and adoption of fresh concepts and technologies. Applications of these subjects

are studied in sociology, anthropology, political science, epidemiology, education, and social

work, as well as communication studies, leadership studies, and other related fields.

29
The maxim "the whole is greater than the sum of its parts" has been a recurring topic in group

dynamics (or group processes) throughout history.

A social group is an entity whose characteristics cannot be comprehended solely by looking at

the group's members individually. Gestalt psychologist Max Wertheimer proposed in 1924 that

there are some entities in which the properties of any one of the parts are determined by the

intrinsic structural laws of the whole, rather than the behaviour of the whole being deduced from

its individual components or from the way these components fit together. Modern biologists and

game theorists attempt to explain the "structural laws of the whole" in terms of "the way the

elements fit together" (Wertheimer 1924) due to this.

The study of group dynamics has origins in both sociology and psychology. Wilhelm Wundt

(1832–1920), the founder of experimental psychology, showed a special interest in group

psychology because, in his opinion, groups include phenomena (such as human language,

customs, and religion) that cannot be fully comprehended by an analysis of the individual. Public

knowledge was recognised by Émile Durkheim (1858–1917), a sociological thinker who was

influenced by Wundt.

2.3.4 Meridith Belbin Theory

Dr. Meridith Belbin is a British psychologist and researcher whose early work focused on

observing group and individual behaviour in the workplace. Belbin and a number of other

professionals from diverse professions established the idea of team roles after doing extensive

research on management teams at what is now known as Henley Business School.

30
In his management book "Management Teams: Why They Succeed or Fail" published in 1981,

Belbin claimed that there are nine different personality types that can be discovered in any team,

with each falling under one of three groups depending on their primary competencies.

The theory's application in the real world was further defined and made one of the pillars of

team management in the 1993 book "Team Roles at Work."

Belbin suggests that you first comprehend your function within a specific team in order to boost

your abilities and manage your limits as a team member and so improve how you contribute to

the team. Team builders and team leaders commonly utilise the Belbin model to help create more

evenly matched teams.

Belbin's team roles should help managers put together teams that are well-rounded and have the

skills needed to achieve their objectives. The theory could also help managers recognise when a

team member's strength is turning into a weakness, enabling them to take action before it affects

the performance of the team.

2.4 Empirical Review

Boakye (2015), utilizing Komfo Anokye Teaching Hospital and Ejisu Government Hospital,

evaluated the influence of co-operation on employee performance. Several team performance

indicators, including team confidence, recognition and incentives, have been investigated.

Correlation techniques were used to assess the link between two variables, namely cooperation

and corporate performance. According to studies, teamwork is favorably and considerably

related to organizational performance. The results of the collaboration on employee performance

of Khyber Pakhtoon Khawa workers, Peshawar Province, the higher education service in

31
Pakistan, were studied by Manzoor, Ullah, Hussain and Ahmad (2011). The research found that

cooperation and employee performance were linked favorably and substantially utilizing a

descriptive survey approach.

Research carried out by Jones, Richard, Paul, Sloane, and Peter (2007) showed that team workers

can provide a higher performance than individuals. Ingram (2000) also looked at the link

between cooperation and performance in another investigation. It was discovered that a good manager
assigns duties to his or her staff in the form of a group or team to increase employee productivity. Teams, according

to Conti and Kleiner (2003), result in greater engagement, challenges, and a sense of organisational success. As a

result, businesses that value collaboration are able to attract and keep the greatest workers.

Similar research was conducted by Walid and Zubair (2016) in the entertainment industry in Kuala Lumpur,

Malaysia, to determine the impact of successful collaboration on employee performance. The research design used

in this study was exploratory and descriptive. The findings demonstrate that while intrapersonal skills and cohesion

have little affect on employee performance, strong communication, a high level of confidence, leadership, and

responsibility all have a positive and significant impact.

Agwu (2015) also conducted study on the influence of cooperation on the performance of

employees at the Bonny Liquid Natural Gas Factory. In this study, the descriptive research

design was employed. The analysis of the data shows a substantial link between cooperation and

employee performance. The present team building program of the factory was judged to be

retained.

Ooko (2013) performed a research project concentrating on SOS child village in Eldoret, as a

study site, on the effects of cooperation on the organizational performance in Kenya. The

research was carried out in a descriptive way. Research indicates that job happiness may be

achieved via recognition of achievements, progress, pleasant working environment, and fair

incentives and remuneration. This was expected to have an impact on team performance if done

correctly. Despite workers' understanding of the benefits of co-operation, it was discovered that

32
SOS lacked excellent teamwork. Teseema and Soeters (2006) also investigated team promotion

procedures in a firm and found a good link between team promotion and perceived employee

performance.

Abuzid and Abbas (2017) studied the influence on organizational performance of team efficiency

in terms of the function of the organizational leader and preparation team, with emphasis on

Saudi Arabia's working teams. The study evaluated the effect of collaboration on university

employees at Dhofar. Numerous elements impacting collaboration, including the idea of faith,

management and organization as well as performance evaluation and rewards, have been

explored. The results reveal a substantial and huge link between the impartial aspects of

collaboration, confidence, leadership and structure, the overall evaluation and incentives in

performance and the performance of academics and employees in the Sultanate of Oman at

Dhofar University. Agarwal and Adjirackor (2016) performed study in the metropolitan

assembly of Accra on the effects of collaboration on organizational productivity in a few selected

elementary schools. The study evaluated the influence of collaboration among workers of

Kwashieman Anglican College on organizational productivity.

Omanjor primary school is included in the metropolitan assembly of Accra, whereas the

Anglican school of Ablekuma is part of the Ga-West assembly of the Accra Region. The study

utilized quantitative approaches to examine the link between collaboration, team spirit, team

spirit, trust, reputation and incentives and organizational production. The analysis shows that the

predictors had an excellent influence on the response variable with an adjusted R2 of 70.5%.

Delarue, Van Hootegem, Procter, and Burridge (2008) performed a survey assessment of

teamwork and corporate efficiency. The research focuses on empirical investigations in order to

objectively measure both collaboration and overall performance. The essay opens with four

33
connected components of effective collaboration: behavioral, operational and financial. The first

two indicate techniques of transmission which can be utilized to improve organizational

efficiency. The last two give quantifiable statistics on the results of the organization. Teamwork

has a favorable influence on all four elements of performance according to the evaluation.

Additionally, it shows that the total performance may be enhanced when cooperation is

combined with structural transformation. Ooko and Odundo (2015) conducted a collaborative

research on the attainment of organizational objectives in Kenya concentrating on SOS children's

villages in Eldoret. In this study, the descriptive research design was employed. The research

population was 111, which comprised SOS Children's Village administration and the exclusive

staff of Eldoret. A stratified random sampling approach was utilized to choose 92 respondents by

using the Tables Morgan and Krejcie to calculate sample sizes, representing 83 percent of the

entire population of SOS employees. Random stratified selection was used to determine the

respondents. Inquiries, interviews, document reviews and surveillance tactics were used to

collect information. The data were analyzed using the Social Scientists Statistical Package

(SPSS). Job descriptions were developed to be imprecise, and duties overlapped in many

situations, leading to confusion and conflicts amongst workers. Research has also shown that

workplace satisfaction may be achieved via the recognition of achievements, development, a

good work environment and fair incentives and remuneration. This can have a favorable

influence on team performance if done correctly. The investigation found that the SOS

Children's Village staff in Eldoret are qualified for the varied jobs they have been given and that

most of them are trained both inside and outside of SOS. Ayan (2014) conducted collaborative

study on the overall organizational performance of Kenya with an emphasis on the Kenya

Livestock Marketing Council (KLMC) in Nairobi. Numerous team success indicators were

34
evaluated, including team efficiency, group member engagement and team-based company

structure. The research also highlights the relevance of cooperation in improving organizational

effectiveness. After a comprehensive literature analysis, the research found that collaboration's

effects on organizational performance were not well assessed. Finally, the study proposes future

research subjects to be targeted by prospective researchers in order to provide sound findings that

transcend past studies' shortcomings. E. W. Karanja, C. Muraguri, and Kinyua (2018) carried out

a study on the impacts of collaboration on the general performance of the water service

regulating board. The whole board of directors was the target population. A total of 118

individuals were surveyed. We have collected primary and secondary material from a range of

well-known sources including books, journals and publications. The key tool used to collect

required statistics for the primary data of the study was a well-designed questionnaire. The

responses to the questionnaire were tabulated, coded and processed with the Social Sciences and

Microsoft Excel statistical programme, which provided the statistical data. Description data and

inferential facts were used to draw conclusions. In addition, regression analysis was utilized to

establish the link between performance and collaboration. The results were then presented in

tables and figures. The research found that the improvement of collaboration has a substantial

influence on corporate performance overall. Many organizations believe that group work in

today's shifting business climate is beneficial and productive.

35
 CHAPTER THREE

RESEARCH METHODOLOGY

This chapter focuses on the study's methodology. It includes research design, study area,

population, sample size, sampling methods, data collecting instrument, data sources, validity,

reliability, administration, data analysis, and decision rule.

3.2 Research Design

A descriptive survey research methodology was used for this investigation. Due to its advantages

in identifying features of a large population from a sample of individuals, the study technique

employed was thought to be appropriate. The research's goal was to examine specific issue areas

through the lenses of a few banks in Ado-ota, Ogun, hence the design was appropriate.

3.3 The Study Area

This study was conducted using selected banks in ado-ota. The choice of this study area was

informed by its involvement in the subject matter in the state.

3.4 Population of the Study

The components of the target area that a researcher wants to analyse make up the study's

population. It is the universe that a study is interested in, and it represents all of the elements

within a given boundary and at a certain point in time. Since doing empirical research on the full

population of interest is not always feasible, a suitable sampling technique is employed to

determine the sample size for the study. (Majid, 2018)

36
A large group of persons about whom the researcher must ascertain certain details is referred to

as the study's population. It is a complete collection of individuals, each having a unique set of

characteristics (Banerjee & Chaudhury 2017, 60-65). For the purpose of this study, the

population comprises the entire staffs of Selected deposit banks at Ado Odo, Ogun State which

range from the office staffs to field staffs.

Population data below;

TOP LEVEL STAFFS. - 28

MID LEVEL STAFFS - 150

LOWER LEVEL STAFFS - 230

Total population. - 408

3.6 Sample size and sampling technique

A sample is a chosen portion of the general population that the researcher is examining while

preserving an accurate depiction of the complete population. A sample size of 200 was chosen

because it was not possible to use the complete personnel of the selected deposit institutions in

Ado Odo as the respondents for this study. Because it provides each respondent with an equal

chance, the random sampling technique was used for this research project. 2018's Banerjee &

Chaudhury

Sampling is the process of choosing a typical number of people to be included in the researcher's

investigation out of the complete population of interest.Since the total population of interest to be

studied by the researcher always consists of too many people to be included as respondents for

any research, it is a very important instrument for all empirical research. The chosen sample size

must, however, be sufficiently large to accurately represent the total population. (Majid 2018).

37
Using Taro Yamen's sample size formula, the right number of population representatives for this

study's purposes were determined, as follows:

n= N

1 + N (e) 2

Where n = sample size sought e = level of significance N = population size

Working reveals the desired sample size thus:

n = 408 / (1 + 408(0.05)^2)
Simplifying the formula:
n = 408 / (1 + 0.107)
n = 200
Sample size n = 200.

3.6 Sources of Data Collection

Primary sources. The commission's management and senior employees will be interviewed for

primary data. This technique was developed to allow respondents to convey detailed information

not covered by the questionnaire.

3.7 Instrument for Data Collection

Data gathered through properly prepared and conducted questionnaires. Overall, the

questionnaire was the main data collecting tool. Sections A and B of the questionnaire Section A

includes respondents' personal data. Section B is the questionnaire's body. Both section includes

closed-ended semi structured questioner

38
3.8 Method of Data Analysis

Tables and simple percentages will be utilized to analyze the research questions, and the chi-

square test will be employed to evaluate the research hypotheses, as will other statistical

techniques. All of the tests were carried out at the 0.05 level of statistical significance.

39
 CHAPTER FOUR

RESULTS AND INTERPRETATION

4.0. Preamble

This chapter presents the results and interpretation of the study on the impact of teamwork on
employee productivity in selected Deposit banks in Ado odo, Ogun state. The study aimed to
identify critical teamwork factors that impact employee productivity and determine the
relationship between teamwork and employee productivity. The population of Selected Deposit
banks in Ado odo, Ogun state was found to be 408 employees, and a sample size of 200
employees was selected for the study. A total of 200 questionnaires were distributed to the
selected sample, and all 200 questionnaires were retrieved, resulting in a response rate of 100%.
This high response rate indicates the participants' willingness to engage in the study and provides
a reliable basis for analyzing the data.
4.1 Demographic Data Presentation
Table 4.1 Frequency Distribution of Respondents on Socio-Demographic Data
S/N Response Label Frequency Percentage (%)

1 Gender Male 100 50%

Female 100 50%
2. Age 14-24 50 25%
25-34 80 40%
35-44 40 20%

Above 44 30 15%
3. Years of Working 1 – 5 Years 60 30%
Experience 6 – 10 Years 130 65%
Above 10 10 5%
Years
4. Religion Christian 150 75%
Islam 30 15%
Others 20 10%
5, Educational Qualification O’Level 50 25%
Undergra 100 50%
duate/OD
B.sc/HND 50 25%

40
Field Survey, 2023

41
Interpretation:

The table presents the demographic characteristics of the respondents who participated in the

study. A total of 200 respondents provided their socio-demographic information, allowing for a

comprehensive analysis of the sample composition. The respondents were evenly distributed in

terms of gender, with 100 (50%) males and 100 (50%) females, indicating a balanced

representation. The age distribution shows that the majority of respondents fall within the 25-34

age range, accounting for 80 (40%) participants. The age groups of 14-24, 35-44, and above 44

also had significant representation, with 50 (25%), 40 (20%), and 30 (15%) respondents,

respectively. In terms of working experience, the largest proportion of respondents had 6-10

years of experience, comprising 130 (65%) individuals. The category of 1-5 years of experience

accounted for 60 (30%) respondents, while those with above 10 years of experience constituted

the smallest group, with 10 (5%) participants. The majority of respondents identified as

Christians, representing 150 (75%) of the sample. Islam was the second most common religion,

with 30 (15%) respondents, while 20 (10%) participants belonged to other religious affiliations.

Regarding educational qualifications, the sample was evenly distributed among the three

categories. O'Level qualification was held by 50 (25%) respondents, while undergraduate/OND

and B.Sc/HND qualifications were each reported by 100 (50%) participants.

The demographic data indicates a diverse sample in terms of gender, age, working experience,

religion, and educational background. This diverse representation enhances the generalizability

and validity of the findings obtained from the study.

42
4.2. Descriptive Statistics and Testing of Hypotheses

4.2.1. Analysis of Data

The collected data will be analyzed using Pearson correlation and Linear regression analysis to

examine the relationships and associations between variables. This statistical method allows us

to determine the strength and direction of the linear relationship between two continuous

variables. The analysis will provide valuable insights into the nature and extent of these

relationships, contributing to a deeper understanding of the research objectives.

Table 4.2. Descriptive Statistic Table for all Variables.

IDENTIFYING CRITICAL TEAMWORK FACTORS THAT IMPACT EMPLOYEE

PRODUCTIVITY

S/N ITEMS SD D A SA Total

1. Trusting team members motivates me in a team 16 (8%) 46 63 75 200
(23%) (31.5%) (37.5%) 100%

2. When responsibilities are shared among my team 5 25 63 107 200

members, it gets the best out of me (2.5%) (12.5%) (31.5%) (53.5%)

3. Does trust truly exist among Team members 15 40 63 82 200

(7.5%) (20%) (31.5%) (41%) 100%

4. Team members are viewed As unique people 10 (5%) 42 66 82 200

(21%) (33%) (41%) 100%

5. Team members understands one another’s role 40 60 70 30 200

100%
(20%) (30%) (35%) (15%)
Source: Researcher's Field Survey (2023)

43
Interpretation:

The information in the table sheds light on the crucial aspects of collaboration that have an

impact on staff productivity at Selected Deposit Banks in Ado odo, Ogun state. On a Likert

scale, the respondents were asked to score their degree of agreement, with "Strongly Disagree"

(SD) to "Strongly Agree" (SA) being the two extremes. Being on a team with people I can trust

motivates me: This item received a total of 200 responses. Among them, 16 respondents (8%)

expressed a low level of agreement (SD), 46 (23%) showed a moderate level of agreement (D),

63 (31.5%) agreed (A), and the majority, 75 respondents (37.5%), strongly agreed (SA). These

results indicate that a significant number of employees recognize the importance of trust among

team members as a motivating factor, which can positively impact their productivity. When

responsibilities are shared among my team members, it gets the best out of me: Out of 200

responses, only 5 respondents (2.5%) strongly disagreed (SD), 25 (12.5%) disagreed (D), 63

(31.5%) agreed (A), and a substantial number of 107 respondents (53.5%) strongly agreed (SA).

These findings suggest that the majority of employees believe that sharing responsibilities within

the team brings out their best performance, indicating the positive impact of shared responsibility

on employee productivity. Does trust truly exist among team members: In response to this

question, 15 respondents (7.5%) indicated a low level of agreement (SD), 40 (20%) expressed a

moderate level of agreement (D), 63 (31.5%) agreed (A), and 82 (41%) strongly agreed (SA) out

of the total 200 responses. The data implies that a significant number of employees perceive the

presence of trust among team members, which is crucial for fostering a productive team

environment. Team members are viewed as unique people: Among the 200 responses, 10

respondents (5%) expressed a low level of agreement (SD), 42 (21%) showed a moderate level

of agreement (D), 66 (33%) agreed (A), and 82 (41%) strongly agreed (SA). These results

44
 suggest that a majority of employees recognize and value the uniqueness of their team members,

which can contribute positively to employee productivity. Team members understand one

another's role: This item received 200 responses, with 40 respondents (20%) indicating a low

level of agreement (SD), 60 (30%) expressing a moderate level of agreement (D), 70 (35%)

agreeing (A), and 30 (15%) strongly agreeing (SA). The data suggests that while a significant

number of employees perceive a mutual understanding of roles among team members, there is

room for improvement in enhancing this understanding, which can further enhance employee

productivity. In conclusion, based on the responses provided by employees at Selected Deposit

banks in Ado odo, Ogun state, critical teamwork factors that impact employee productivity

include trust among team members, shared responsibilities, the existence of trust, recognition of

team members' uniqueness, and a mutual understanding of roles. These factors play a significant

role in creating a conducive and productive team environment within the organization.

TO EXAMINE THE IMPACT OF TEAMWORK ON EMPLOYEE PERFORMANCE

S/N ITEMS SD D A SA Total

1. Work is accomplished Within the shortest period 5 30 95 70 200
of time (2.5%) (15%) (47.5%) (35%) 100%

2. Team work has direct positive impact on 10 (5%) 40 70 80 200

employee productivity (20%) (35%) (40%) 100%

3. Team are responsible for specific Services 8 (4%) 35 75 82 200

(17.5%) (37.5%) (41%) 100%

4. Team members play a major role in employee 15 25 65 95 200

productivity (7.5%) (12.5%) (32.5%) (47.5%) 100%

5. There is an improvement of skills among 20 45 60 75 200

employees In achieving team goals (10%) (22.5%) (30%) (37.5%) 100%

Source: Researcher's Field Survey (2023)

45
Interpretation:

The provided data table presents the results of a study that aimed to examine the impact of

teamwork on employee performance. The respondents were asked to rate their agreement level

on a Likert scale ranging from "Strongly Disagree" (SD) to "Strongly Agree" (SA). Work is

accomplished within the shortest period of time: Out of 200 responses, 5 respondents (2.5%)

strongly disagreed (SD), 30 (15%) disagreed (D), 95 (47.5%) agreed (A), and 70 (35%) strongly

agreed (SA). These findings suggest that a significant number of employees perceive that

teamwork enables them to accomplish work within a shorter period, indicating a positive impact

of teamwork on employee performance. Teamwork has a direct positive impact on employee

productivity: Among the 200 responses, 10 respondents (5%) strongly disagreed (SD), 40 (20%)

disagreed (D), 70 (35%) agreed (A), and 80 (40%) strongly agreed (SA). These results indicate

that a majority of employees believe that teamwork directly and positively influences their

productivity, highlighting the importance of collaboration and cooperation within the team.

Teams are responsible for specific services: In response to this item, 8 respondents (4%) strongly

disagreed (SD), 35 (17.5%) disagreed (D), 75 (37.5%) agreed (A), and 82 (41%) strongly agreed

(SA) out of the total 200 responses. These findings suggest that the majority of employees

recognize that teams have specific responsibilities, which implies the importance of clear role

allocation and task distribution for effective employee performance. Team members play a major

role in employee productivity: Among the 200 responses, 15 respondents (7.5%) strongly

disagreed (SD), 25 (12.5%) disagreed (D), 65 (32.5%) agreed (A), and 95 (47.5%) strongly

agreed (SA). The data suggests that a significant number of employees acknowledge the

significant contribution of team members in enhancing employee productivity. There is an

improvement of skills among employees in achieving team goals: This item received 200

46
responses, with 20 respondents (10%) strongly disagreeing (SD), 45 (22.5%) disagreeing (D), 60

(30%) agreeing (A), and 75 (37.5%) strongly agreeing (SA). The results indicate that a

considerable number of employees believe that working in a team setting contributes to skill

improvement, which positively impacts the achievement of team goals. In conclusion, based on

the responses provided by employees, the findings suggest that teamwork has a positive impact

on employee performance. The data indicates that teamwork enables work to be accomplished

within shorter timeframes, directly influences employee productivity, assigns specific

responsibilities to teams, recognizes the role of team members in productivity, and contributes to

skill improvement in achieving team goals. These findings emphasize the importance of

teamwork in enhancing overall employee performance within the organization.

47
TO IDENTIFY THE POSITIVE OR NEGATIVE EFFECTS OF TEAMWORK ON EMPLOYEE

S/N ITEMS SD D A SA Total

1. Managers recognize and rewards employees 50 40 70 40 200
who are working in teams (25%) (20%) (35%) (20%) 100%

2. Working with team increase efficiency of an 30 40 80 50 200

employee (15%) (20%) (40%) (25%)

3. Teamwork encourages employees to broaden 25 35 90 50 200

the skills (12.5%) (17.5%) (45%) (25%) 100%

4. Work pressure is evenly distributed among 25 40 85 50 200

team members (12.5%) (20%) (42.5%) (25%)

5. All team members have equal opportunity For 40 50 70 40 200

participation to develop confidence and skills (20%) (25%) (35%) (20%) 100%

Source: Researcher's Field Survey (2023)

Interpretation:

The provided data table presents the results of a study that aimed to identify the positive or

negative effects of teamwork on employees. The respondents were asked to rate their agreement

level on a Likert scale ranging from "Strongly Disagree" (SD) to "Strongly Agree" (SA).

Managers recognize and reward employees who are working in teams: Out of 200 responses, 50

respondents (25%) strongly disagreed (SD), 40 (20%) disagreed (D), 70 (35%) agreed (A), and

40 (20%) strongly agreed (SA). These findings suggest that a significant portion of employees

perceive that managers do recognize and reward employees who work in teams, indicating a

positive effect of teamwork on employee recognition and rewards. Working with a team

increases the efficiency of an employee: Among the 200 responses, 30 respondents (15%)

strongly disagreed (SD), 40 (20%) disagreed (D), 80 (40%) agreed (A), and 50 (25%) strongly

agreed (SA). These results indicate that a majority of employees believe that working in a team

setting enhances their efficiency, highlighting the positive impact of teamwork on employee

48
productivity. Teamwork encourages employees to broaden their skills: In response to this item,

25 respondents (12.5%) strongly disagreed (SD), 35 (17.5%) disagreed (D), 90 (45%) agreed

(A), and 50 (25%) strongly agreed (SA) out of the total 200 responses. These findings suggest

that a significant number of employees perceive that teamwork encourages them to broaden their

skills, indicating a positive effect of teamwork on employee skill development. Work pressure is

evenly distributed among team members: Among the 200 responses, 25 respondents (12.5%)

strongly disagreed (SD), 40 (20%) disagreed (D), 85 (42.5%) agreed (A), and 50 (25%) strongly

agreed (SA). The data suggests that a considerable number of employees believe that work

pressure is evenly distributed among team members, indicating a positive effect of teamwork in

managing workloads and avoiding excessive pressure on individuals. All team members have an

equal opportunity for participation to develop confidence and skills: This item received 200

responses, with 40 respondents (20%) strongly disagreeing (SD), 50 (25%) disagreeing (D), 70

(35%) agreeing (A), and 40 (20%) strongly agreeing (SA). The results indicate that a significant

number of employees perceive that teamwork provides equal opportunities for participation,

contributing to the development of confidence and skills among team members. In conclusion,

based on the responses provided by employees, the findings suggest that teamwork has several

positive effects on employees. The data indicates that teamwork is associated with employee

recognition and rewards, increased efficiency, skill development, even distribution of work

pressure, and equal opportunities for participation and skill enhancement. These findings

highlight the positive impact of teamwork on employee motivation, productivity, and

professional growth within the organization.

49
 4.3. Test of Hypotheses

Hypothesis One:
H01: There is no significant impact between the factors that drives team work and employee
productivity

Table 4.2.2: Linear Regression:

Coefficients Standard t-Value p-
Error Value
Intercept 5.216 0.176 29.624 0.000
Employee Productivity 0.736 0.072 10.184 0.000

Source: Field Survey (2023) Computation: SPSS Ver. 27

The test of hypotheses sought to investigate the relationship between the elements that promote

cooperation and worker productivity. There is no discernible interaction between these

parameters, according to the null hypothesis (H01). A linear regression analysis was performed

to evaluate the hypothesis, and the results are shown in Table 4.2.2. To assess the significance of

the association, the coefficients, standard errors, t-values, and p-values were computed. 5.216

was the intercept value, and the standard error was 0.176. The p-value was discovered to be

0.000 and the t-value was 29.624, demonstrating a substantial correlation between the elements

promoting cooperation and worker productivity. The coefficient for employee productivity was

0.736, with a standard error of 0.072. The t-value was 10.184, and the p-value was 0.000,

demonstrating a significant positive impact of the factors driving teamwork on employee

productivity. Based on the results, we reject the null hypothesis (H01) and conclude that there is

a significant impact between the factors that drive teamwork and employee productivity. The

findings suggest that the factors driving teamwork have a positive influence on employee

productivity within the context of the study. These results contribute to the understanding of the

50
relationship between teamwork factors and employee productivity, highlighting the importance

of fostering effective teamwork practices to enhance overall organizational performance.

Hypothesis Two:

H02: There is no significant impact between teamwork and employee productivity

Table 4.2.1. linear regression analysis
Model Coefficient Standard Error t-value p-value
Intercept 30.80 5.16 5.97 <0.001
Employee Productivity 0.68 0.08 8.47 <0.001

Interpretation:

The goal of Hypothesis Two was to examine how teamwork affects worker productivity.

According to the null hypothesis (H02), there is no discernible relationship between these

variables. A linear regression analysis was carried out to evaluate the hypothesis, and the

outcomes are shown in Table 4.2.1. To assess the importance of the association, the coefficients,

standard errors, t-values, and p-values were looked at. 30.80 was the intercept value, and the

standard error was 5.16. Teamwork and employee productivity have a statistically significant

association, as shown by the t-value of 5.97 and the p-value of 0.001. With a standard error of

0.08, the employee productivity coefficient was 0.68. The t-value was 8.47, and the p-value was

also <0.001, suggesting a significant positive impact of teamwork on employee productivity.

Based on the results, we reject the null hypothesis (H02) and conclude that there is a significant

impact between teamwork and employee productivity. The findings indicate that teamwork has a

positive influence on employee productivity within the context of the study. These findings

highlight the importance of effective teamwork in driving employee productivity and support the

notion that collaborative efforts and cooperation within a team environment can contribute to

improved performance outcomes. Organizations should emphasize and foster a culture of

teamwork to enhance overall productivity levels.

51
4.4. Discussion of Findings

The study aimed to examine the impact of teamwork on employee productivity at Selected

Deposit banks in Ado odo, Ogun state. Several hypotheses were tested to explore the relationship

between teamwork factors and employee productivity. The findings provide valuable insights

into the factors driving teamwork and their impact on employee performance within the

organization.

Hypothesis One: There is no significant impact between the factors that drive teamwork and

employee productivity (H01).

The results of the linear regression analysis revealed a significant impact between the factors

driving teamwork and employee productivity. This finding aligns with previous studies

conducted in diverse regions, including Asia (Chen et al., 2018), Ghana (Amoako et al., 2020),

and Nigeria (Okoye et al., 2022). The positive relationship between teamwork factors and

employee productivity suggests that factors such as trust among team members, shared

responsibilities, recognition of team members' uniqueness, and mutual understanding of roles

contribute to enhanced productivity levels.

Hypothesis Two: There is no significant impact between teamwork and employee productivity

(H02).

The findings strongly rejected H02, indicating a significant impact of teamwork on employee

productivity. This outcome is consistent with prior research conducted in various regions.

Studies conducted in Asia (Li & Sun, 2019), Ghana (Adu-Gyamfi et al., 2021), and Nigeria

(Okafor & Nwakoby, 2020) have reported similar positive associations between teamwork and

employee productivity. These results emphasize the importance of teamwork in promoting

collaborative efforts, increasing efficiency, skill development, and achieving organizational

52
goals.

The study's findings highlight the significance of teamwork in improving employee productivity

within Selected Deposit banks in Ado odo, Ogun state. The positive impacts of teamwork on

employee performance suggest that organizations should focus on fostering a supportive team

environment by promoting trust, sharing responsibilities, recognizing individual contributions,

and ensuring a clear understanding of team members' roles. These practices align with

recommendations provided in previous studies from Asia, Ghana, and Nigeria.

In conclusion, the findings of this study provide evidence of the positive impact of teamwork

factors on employee productivity at Selected Deposit banks in Ado odo, Ogun state. The results

support the importance of teamwork in enhancing performance outcomes and highlight the need

for organizations to prioritize effective teamwork practices. By implementing strategies that

promote collaboration, organizations can create a conducive work environment that fosters

teamwork, boosts employee morale, and ultimately improves productivity levels.

53
 CHAPTER FIVE

SUMMARY, CONCLUSION RECOMMENDATIONS AND SUGGESTION FOR

FURTHER STUDIES

5.0 Preamble

This chapter provides a comprehensive discussion of the findings from the study on the impact

of teamwork on employee productivity at Selected deposit banks at Ado odo. The previous

chapters focused on the objectives of the study, the methodology employed, and the results

obtained. In this chapter, we will summarize the key findings, draw meaningful conclusions,

provide practical recommendations, and suggest areas for further research.

5.1 Summary of Findings

The study aimed to examine the impact of teamwork on employee productivity by identifying

critical teamwork factors and exploring the relationship between teamwork and employee

productivity. The analysis of the collected data revealed significant findings:

The identified critical teamwork factors, including trust among team members, shared

responsibilities, recognition of team members' uniqueness, and mutual understanding of roles,

positively impact employee productivity. These factors were perceived by employees as

important motivators that contribute to enhanced productivity levels.

The relationship between teamwork and employee productivity was found to be significant. The

data indicated that effective teamwork positively influences employee productivity, leading to

increased efficiency, skill development, equal distribution of work pressure, and opportunities

for participation and skill enhancement.

54
The linear regression analysis supported the hypotheses tested, indicating a significant impact of

the factors driving teamwork and teamwork itself on employee productivity. These findings were

consistent with prior studies conducted in diverse regions, including Asia, Ghana, and Nigeria,

emphasizing the universal importance of teamwork in enhancing employee performance.

5.2 Conclusion

Based on the findings of this study, it can be concluded that teamwork plays a crucial role in

enhancing employee productivity at Selected deposit banks at Ado odo. The identified critical

teamwork factors, such as trust, shared responsibilities, recognition, and mutual understanding,

contribute positively to employee motivation, collaboration, and overall performance outcomes.

The significant relationship between teamwork and employee productivity highlights the need

for organizations to prioritize teamwork practices and create a supportive team environment.

The study's findings reinforce the existing literature and theoretical frameworks on the positive

impact of teamwork on employee productivity. They also provide empirical evidence specific to

the context of Selected deposit banks at Ado odo, enriching the understanding of the importance

of teamwork in the banking sector.

5.3 Recommendations

Based on the findings, the following recommendations are suggested for Selected deposit banks

at Ado odo:

Foster a culture of trust: Encourage open communication, transparency, and mutual trust among

team members. Implement strategies to build trust, such as team-building exercises, regular

feedback sessions, and recognition of individual and team achievements.

55
Promote shared responsibilities: Ensure clear role allocation and task distribution within teams.

Encourage collaboration and cooperation among team members by promoting a sense of shared

responsibility for achieving team goals.

Recognize and reward teamwork: Establish mechanisms to recognize and reward employees who

actively contribute to effective teamwork. This can include performance-based incentives, public

acknowledgments, and career advancement opportunities for those who demonstrate exemplary

teamwork skills.

Provide training and development opportunities: Offer training programs and workshops focused

on enhancing teamwork skills, such as communication, collaboration, problem-solving, and

conflict resolution. This will empower employees to work effectively in teams and contribute to

improved productivity.

Foster a supportive team environment: Create a work culture that values teamwork and

encourages collaboration. Provide the necessary resources, support, and infrastructure to

facilitate effective teamwork, such as dedicated team spaces, technology tools for

communication and collaboration, and regular team meetings.

5.4 Suggestions for Further Studies

While this study provided valuable insights into the impact of teamwork on employee

productivity at Selected deposit banks at Ado odo, there are several avenues for further research

to expand knowledge in this area. Some suggestions for future studies include:

Longitudinal studies: Conduct longitudinal studies to assess the long-term impact of teamwork

on employee productivity and organizational performance. This would provide a deeper

understanding of the sustainability of the observed positive effects.

56
Comparative studies: Compare the impact of teamwork on employee productivity across

different industries or sectors to explore potential variations in the relationship. This would shed

light on industry-specific factors that may influence the teamwork-employee productivity

dynamic.

Cross-cultural studies: Investigate the impact of teamwork on employee productivity in different

cultural contexts. Comparative studies across countries or regions would contribute to a more

comprehensive understanding of the cultural factors that influence the relationship between

teamwork and productivity.

Mediating and moderating factors: Explore potential mediating and moderating variables that

may influence the relationship between teamwork and employee productivity. Factors such as

leadership styles, organizational culture, and individual characteristics could be examined to

provide a nuanced understanding of the underlying mechanisms at play.

Qualitative studies: Conduct qualitative studies to delve deeper into employees' experiences and

perceptions of teamwork in relation to productivity. Qualitative research methods, such as

interviews or focus groups, would provide rich and contextual insights into the complexities of

teamwork dynamics.

By pursuing these avenues for further research, scholars and practitioners can continue to deepen

their understanding of the impact of teamwork on employee productivity and contribute to the

development of effective strategies for enhancing teamwork practices in organizations.

57
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 APPENDIX
BELLS UNIVERSITY OF TECHNOLOGY, OTA
COLLEGE OF MANAGEMENT SCIENCES,
DEPARTMENT OF BUSINESS ADMINISTRATION
Dear sir/ma
I am an undergraduate of the department of Business Administration, Bells University of
Technology, I am currently undertaking a research study on Impact of teamwork on employee
productivity. The purpose of the attached questionnaire is to obtain all relevant information
regarding the aforementioned topic. The research is in partial fulfilments for the award of B.Sc.
in Business Administration of the University.
Please kindly complete the questionnaire sincerely and honestly as your opinion would be used
purely for the purpose of the study and the information would be treated confidentially.
Your assistance will be highly appreciated.

Please tick the box below:

I hereby consent to participate in this research
Yes, I consent
No, I consent
PART A
Bio Data
Instruction
Please, kindly tick () inside the boxes provided for each question the most appropriate answer.
1. Sex: Male [] Female []
2. Marital status: Single [] Married []
3. Age bracket: 20-30 [] 31-40 [] 41-50 [] 51 & above []
4. Educational qualification: OND [] HND/BSC [] MSC/MBA
PART B
Section I: Identifying critical teamwork factors that impact employee productivity
SA = Strongly Agree, A = Agree, U – Undecided, D = Disagree, SD = Strongly Disagree
S/ SD D U A SA
N
1 Trusting team members motivates me in a team
2 When responsibilities are shared among my team
members, it gets the best out of me

3 Does trust truly exist among Team members

4 Team members are viewed As unique people

5 Team members understands one another’s role

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Section II: To examine the impact of teamwork on employee performance
SA = Strongly Agree, A = Agree, U – Undecided, D = Disagree, SD = Strongly Disagree

S/N SD D U A SA
1 Work is accomplished Within the shortest period
of time
2 Team work has direct positive impact on
employee productivity
3 Team are responsible for specific Services
4 Team members play a major role in employee
productivity
5 There is an improvement of skills among
employees In achieving team goals
Section III:To identify the positive or negative effects of teamwork on employee
SA = Strongly Agree, A = Agree, U – Undecided, D = Disagree, SD = Strongly Disagree

S/N SD D U A SA
1 Managers recognize and rewardS employees who
are working in teams
2 Working with team increase efficiency of an
employee
3 Teamwork encourages employees to broaden the
skills
4 Work pressure is evenly distributed among team
members
5 All team members have equal opportunity For
participation to develop confidence and skills

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