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The impact of teamwork on employee performance

Research · November 2015

DOI: 10.13140/RG.2.1.4959.8804

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ABSTRACT
In today's society, there have been so much emphasis on pride and personal achievement at work

place; where by the concept of teamwork seems to be overlooked by managers and employees,

due to this management sees less essence of teamwork as a major tool of performance which has

lead them to poor performance and productivity in the industry market. Therefore the study seeks

to identify the impact teamwork has on organizational performance.

The objective of this study was to identify factors associated with teamwork, identify the positive

or negative effects of teamwork on employees and to examine the impact of teamwork on

organization performance.

This research study analyzes the impact of teamwork on organizational performance on the

employees of Komfo Anokye Teaching Hospital and Ejisu Government Hospital. Several

measures of team performance were analyzed including team trust, recognition and rewards.

Convenience sampling technique was used to select the employees whiles purposive sampling

technique was used to select management in the organization. A self-structured questionnaire

was used in the data collection. The research study used correlation techniques in order to

analyze the relationship between two variables that was Teamwork and Organization

Performance. There was clear evidence that teamwork and other measures of team performance

are positively related with organization performance. The result of the study shows that there

was a significant positive impact of teamwork on organizational performance.

1
CHAPTER ONE

INTRODUCTION
1.1 Background of the Study

Team can be described as a group of people who work together to achieve the same goals and

objectives for the good of the service users and organizations in order to deliver a good quality of

service. Team building, planning events and activities have the potential to bring the people you

employed to a strong sense of direction, workable plans and solutions, a powerful feeling of

belonging with and on the team and clear strategic customer-focused values. Poor team building

and planning sessions bring disillusionment, low morale and negative motivation of the entire

organization. They fail to deliver the results expected. Organizations flounder with little strategic

direction. Everyone works hard, but, usually on the wrong tasks and goals. Employees take baby

steps toward accomplishing key action items and nothing important is finished (Husain, 2011).

Team work is the ability to work together towards a common vision. Teamwork is a fuel that

allows common people to attain uncommon results. Collective action is widely recognized as a

positive force for teamwork in any organization or institution to succeed. Teams enable

individuals to empower themselves and to increase benefits from cooperative work engaged on

as a group. Getting together with others also can allow individuals to better understand the

importance of teamwork and how the organization operate as well as promote the culture of

teamwork success. Without teamwork houses take long to build, government collapse and

companies are outshined by their competitors in the market and lastly without teamwork people

2
lose their inspiration (Husain, 2011). According to Wageman (1997) “company’s teamwork is

the only way anything gets accomplished with quality and efficiency and a major reason why

economic growth is under control and company’s success is scrutinized by top management to

achieve the desired goals”.

McShone (1998) said that teams are replacing individuals as the basic building blocks of

organization - French language television programs has shifted to team-based projects and giving

more recognition to teams than to individuals. Companies are not just looking for technical

ability but looking for people who can work on teams and solve problems.

According to Steiner (1972) teams and teamwork are not novel concepts; teams and team

thinking have been around for years at companies such as Procter and Gamble; and Botany. In

the 1980s the manufacturing and auto industries embraced a new team-oriented approach when

United States firms retooled to combat Japanese competitor who were quickly gaining market

share. Brown et al (1996) examined that managers discovered the large body of research

indicating that teams can be more than the tradition corporate structure for making decisions

quickly and efficiently. He further said that teams needed for the restructuring and reengineering

processes of the future giving instances that simple changes like encouraging input and

feedbacks from workers on the line make dramatic improvements.

Even from time of creation, God applied the concept of teamwork when he said, ‘‘Let us make

man in our own image’’ (Genesis1:26, KJV). This statement brings out the fact that God in the

3
creation process work with other heavenly beings hence the essence of team in bringing

productivity, ‘Man’.

Hence companies have to encourage teamwork in order to gain competitive advantage because

its base where new ideas come from. To employees teamwork is seen as constituting a larger

group of people than what job position describes. The essence of teamwork is that workload is

reduced and broken into pieces of work for everyone to take part. The backward development in

organizations today can be attributed to inadequate teamwork among workers in an organization

which in the long run affects the performance of the organization. Huge amount of money is also

lost due to teamwork inadequacies which to say the least, drains the organization’s meager

resources with its far-reaching and attendant consequences on the development of the

organization.

1.2 Statement of the Problem

"Two are better than one, because they have a good reward for their hard work. For if one of

them should fall, the other one can raise his partner up. But how will it be with just the one who

falls when there is not another to raise him up?" (Ecclesiastes 4:9-10, KJV). This implies that

teamwork can accomplish what the individual cannot do on his or her own. Teamwork is defined

as "a small number of people with complementary skills who are committed to a common

purpose, performance goals, and approach for which they are mutually accountable."

(Katzenbach and Smith, 1993)

4
In today's society, there have been so much emphasis on pride and personal achievement at work

place; where by the concept of teamwork seems to be overlooked by managers and employees,

due to this management sees less essence of teamwork as a major tool of performance which has

lead them to poor performance and productivity in the industry market. Therefore the study seeks

to identify the impact teamwork has on organizational performance.

1.3 Objectives of the Study

1. To identify the factors associated with teamwork?

2. To identify the positive or negative effects of teamwork on employees?

3. To examine the impact of teamwork on organization performance?

1.4 Significance of the Study

A lot of research work has been carried out on the concept of teamwork by many researchers.

This research work is not out a rightly deviation from all other works that have been carried out

on the concept. In this study, the research tries to ascertain how teamwork affects organizational

performance.

At the end of this research, it will subsequently help managers of organizations especially Komfo

Anokye Teaching Hospital and Ejisu Government Hospital to decide whether to encourage team

working more than that of individually or the other wise, to employees, it will also help them to

know if it’s good to work as a team or individually, and last of all this research paper will also

serve as starting point for other researchers who want to conduct their research on this same

concept.

5
1.5 Scope and Limitations of the Study

The scopes of this research are employees and managers of Komfo Anokye Teaching Hospital

and Ejisu Government Hospital, the research looks at teamwork and organizational performance

in relation to productivity.

Financial difficulties limited the scope and content of the study. Due to the oath of secrecy taken

by people who were concerned; it was difficult for them to divulge information which would

have been required on the topic. The target groups were having little interest in providing data. In

some cases they were reluctant to supply the required information.

Despite these limitations, a thorough observation was done during the study, to reduce the

limitations so that conclusions that were drawn would be acceptable.

1.6 Definitions of Terms

Team: A team is a formal group of members who interact at a high level and work together

intensely to achieve a common group goal. When teams are effective, they draw on the abilities

and experiences of their members to accomplish things that could not be achieved by individuals

working separately or by other kinds of work group (Jones et al, 2008). Teams are especially

appropriate for conducting tasks that are high in complexity and have many interdependent

subtasks.

6
Group: A group is a set of two or more people who interact with each other to achieve certain

goals or meet certain needs. A group in itself does not necessarily constitute a team. Teams

normally have members with complementary skills and generate synergy through a coordinated

effort which allows each member to maximize his or her strengths and minimize his or her

weaknesses.

Teamwork: It is the interdependent components of performance required to effectively

coordinate the performance of multiple individual; as such, teamwork is the broader concept of

team performance which also includes individual-level task work.

Respondents are the people who are going to answer the questionnaire.

Productivity: It is the effective and efficient use of all resources. Resources include time, people

knowledge, information, finance, equipment, space, energy, materials.

Performance: Is the accomplishment of a given task measured against preset known standards

of accuracy, completeness, cost, and speed.

Organization: Is a social entity, such as an institution or an association that has a collective goal

and is linked to an external environment.

1.7 Organization of the Chapters

Chapter one; which is the introduction covers the background of the study, statement of the

problem, objectives of the study, significance of the study, scope and limitation of the study,

definition of terms and organization of the study. Chapter two covers the literature review on the

impact of teamwork on organizational performance. Chapter three introduces the methodology

7
employed in the conduction of the research. Chapter four looks at the general information, data

analysis and discussion of the data. Chapter five captures the summary, conclusion and

recommendation of the study or research.

8
 CHAPTER TWO

REVIEW OF LITERATURE

2.1 Introduction

The impact of teams on organizational performance has been a topic of many researches done by

academics and practitioners for the previous years (Jones et al, 2008). The main likely reason for

this attentiveness is the belief that teams can affect the performance of organizations. The work

of a team is deliberated by some researchers to be particularly important in achieving

organizational goals and in evoking performance among subordinates. Several reasons indicate

that there should be a relationship between teamwork and performance. Scholars and

practitioners suggest that effective team behaviors can facilitate the improvement of performance

when organizations face new challenges. Understanding the impact of teamwork on performance

is important because teamwork is viewed by some researchers as one of the key driving force for

improving a firm’s performance (Jones et al, 2008).

2.2 Overview of Teamwork

Teamwork is the concept of people working together cooperatively, as in sales team, sports team

etc. It has also become so valued that many large corporations have developed specific tests to

measure potential employee’s teamwork ability. Hence, it has become important goal in most

9
work places, the belief is that teamwork gives employees a sense of ownership and encourages

cooperation (Adeleke, 2008).

Team has been around for as long as anyone can remember and there can be few organizations

that have not used the team in one sense or another. It is common to hear of management teams,

production teams, service team or even whole organizations being referred to as teams that is,

many organization today are moving towards “team based” approach to work, this means that

working in teams is the basic method used to get work done in these organizations. As a result,

employers stress the importance of employees working as a team and advertise for staff with the

ability to work in such a way (Richard, 1991).

McShone (1998) said that teams are replacing individuals as the basic building blocks of

organization - French language television programs has shifted to team-based projects and giving

more recognition to teams than to individuals. Companies are not just looking for technical

ability but looking for people who can work on teams and solve problems.

According to Steiner (1972) teams and teamwork are not novel concepts; teams and team

thinking have been around for years at companies such as Procter and Gamble; and Botany. In

the 1980s the manufacturing and auto industries embraced a new team-oriented approach when

United States firms retooled to combat Japanese competitor who were quickly gaining market

share. Brown et al (1996) examined that managers discovered the large body of research

indicating that teams can be more than the tradition corporate structure for making decisions

quickly and efficiently. He further said that teams needed for the restructuring and reengineering

10
processes of the future giving instances that simple changes like encouraging input and

feedbacks from workers on the line make dramatic improvements.

According to Taylorist model, work was divided into narrow function with short, repetitive work

cycles and the work method prescribed in detail but this system fail to offer sufficient scope for a

process of upgrading and innovation, which is essential for quick change and adaptation (

Taylorist 2003). In current times there has been growing emphasis in tertiary education that

students should develop professional skills as part of their education. Skills such as problem

solving, communication, collaboration, interpersonal skills, social skills and time management

are actively being targeted by prospective employers as essential requirement for employ ability

especially in team environment. Of these, employment authorities consistently mention

collaboration and teamwork as being a critical skill, essential in almost all working

environments.

2.3 Team Structure

Organizations can be structured in various ways, and the structure of an organization can

determine the modes in which it operates and performs. The team structure is a newer type of

organizational structure, often seen as less hierarchical, in which individuals are grouped into

teams (Williams, 2000).

According to Takuya (2009), there is nothing like one size fits all type of concept at play when

handling different types of team structures for specific goals in mind. Deep thought and

consideration is required to identify, assemble and also convince the team members to work

11
together on a variety of assignments. According to him there are two major team structures that

an organization forms to meet objectives:

Functional teams:

Some teams are like a shadow in the background, they are always there but not very visible, yet

most essential to run day to day operations of the organization. These teams for most part handle

finance, sales and marketing and are deemed to be the functional leg of the entire organization.

Such teams usually work under broad guidelines and policies formulated by the top executives of

the corporation and it runs more or less smoothly without much fuss and noise.

Largely they are left to execute and achieve the grand vision of the organization, until there is

need to take stock of the situation. Such scenarios may arise out of market dynamics like

competition breathing down the neck, technological shifts, and change in regulatory framework

or amendments in the Law of the land. These teams are recruited with due consideration and

deliberation and they follow a routine and pattern laid down beforehand by the executives. They

are more or less permanent and some team members may even outlast the organization.

Project teams:

On the other hand project teams are different animals’ altogether. They are put together to

execute certain tasks, reach certain goals or accomplish a vision in a time bound manner. Once

the target is achieved, these teams are in most cases disbanded and team members go back to

their routine tasks. For example a project specific team may have ten percent increase in market

share as their target to be achieved in a span of three quarters.

12
Such a team may comprise the marketing head, the advertising head, the financial controller and

the operational supervisor, each contributing with their respective expertise and skill set to

realize the common goal. As soon as the market share goal is achieved within the time frame,

they may hand over the reins of maintaining the market share to the functional team. Sometime

the goal is too large to achieve by a single team, so it is broken down into smaller goals and set

to be achieved by sub teams within a matrix of teams.

2.4 Team Effectiveness

There is no question that today’s emphasis on teams is more than just a management fad.

Research in organizational effectiveness has repeatedly validated the view that teams are

valuable to an organization. However, teams can be done right or they can be done wrong. When

done well, teams can bring a lot of good things to an organization. When done poorly, they can

sap motivation out of an organization faster than almost anything else. Ineffective teams are a

bad sign for the future of an organization. If we’re going to do them, we need to do them right.

This paper is a summarization of my own experiences, both good and bad with teams over the

years and current results from the literature on organizational development about what it takes to

make a successful team (Fogg, 1994).

Teams as part of everyone’s life and as part of organizational building is often view as a group (a

collection of people) who interact to achieve a common goal but an effective, well-functioning

team is much more than this (Murray 2000). It has been found that it dramatically affects

13
organizational performance. Some managers have credited teams with helping them to achieve

incredible results.

Participants in an effective team care about the group’s well-being skillfully combined individual

talents with a positive team spirit to achieve results regardless of whether the program effort is

that of an individual or several individuals. Developing team skills have been seen as important

because of the tremendous explosion in the use of teams in work organization over the last

decade.

2.4.1 Positive Effectiveness of Team

Employees Performance

Organizations which have emphasized more on teams have results in increased employee

performance, greater productivity and better problem solving at work (Cohen and Bailey, 1999).

One research study concludes that to teach individuals on how to work in teams is not an easy

task because to teach individuals to work in teams is inappropriate (Crosby, 1991). Bacon and

Blyton (2006) highlighted the two important factors i.e. self-management team and interpersonal

team skills. These factors enhance the communication as well as interpersonal relationship

between team members and also boost the employee performances. Teamwork is a significant

tool of new type of work organization. Teamwork is a precise organizational measure that shows

many different features in all type of organizations including non-profit (Mulika, 2010). One

research study concluded that the good manager is the one who assigns the responsibilities to

his/her employee in a form of group or team in order to take maximum output from employees

14
(Ingram, 2000). Another study concluded that it should be possible to design a system of team

building within every organization for employees in order to promote and distribute best practice

and maximize output. The main emphasis for designing and implementing such a system is

ultimately to improve employee teaching (Washer, 2006). According to Ingram (2000) teamwork

is a strategy that has a potential to improve the performance of individuals and organizations, but

it needs to be nurtured over time. Organizations need to look at strategies for improving

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

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

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

(2003) reported that teams offer greater participation, challenges and feelings of

accomplishment. Organizations with teams will attract and retain the best people. This in turn

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

profitable.

Boost to Productivity

According to Nicholas Bate(2006), by boosting productivity, we mean boosting your output at

work so that you can respond to tough, difficult competitive situations or so that you can handle

more challenges at home; when teenagers diversify their interest and need more of your time

and support for instance. Importantly boosting your productivity shows you how to do this

without detriment to the overall balance of your life. Essentially, it is about getting more out of

the same time or the same out of less time.

15
Leading researchers in the field of work organization; Katzenbach and smith (1993) are

convinced that people working in team function more efficiently, are less prone to stress, and

such individuals make greater effort in their work. Such individuals are less prone to stress

because tasks or problems of the organization is broken down thereby reducing the workload on

an individual. When the workload is reduced, it encourages employees to broaden their skills and

knowledge and this leads to higher performance and productivity.

Good Decision-making and Implementation

Teamwork has been used by companies to implement strategic decision that are taken in

response to a range of business challenges and pressures (EWON, 1998). A company’s attitude

to the introduction of team is important in the process of implementation in decision making in

that an effective team brings out ideal strategy of an organization hence enhancing its

performance.

High performance teams have both a clear understanding of the goal and objectives to achieve

and the belief that the goals and objective embody a worthwhile or important result. For these

reasons team objective and responsibilities are defined and these assist in a quick decision

implementation.

Team Trust

Trust among the team members comes when member of the teams develop the confidence in

each other competence. One research study concluded that trust among the team members

develop the unique skills and coordination of individuals (Erdem, Ferda, Ozen and Janset, 2003).

16
According to Mickan and Rodger (2000) there is positive relationship between the team

performance and trust. Trust generates the behavioral basis of teamwork, which results in

organizational synergy and better performance of an employee. Development of trust within the

organization is the responsibility of individuals. Creation of conducive and the trustable

environment for synergetic teamwork is the responsibility of organization. Organization should

transform the trustworthy behavior for measurement into performance appraisal system to

promote the organizational values (Erdem et al., 2003). According to Manz and Neck (2002)

high performance teams within the organization exist when there is cooperation and unity exists

between members. Reducing mistakes, quality out puts, increased in productivity and customer

satisfaction are the variety of criteria through which the performance of the team is evaluated

(Mickan& Rodger, 2000). Cooperation of the team members can only be created when the trust

comes to be most important value of the team culture. Trust provides an atmosphere for the team

members where members can discuss their mistakes, accept criticism and freely express their

feelings so this leads to more synergy (Edmondson, 1999).

Recognition & Rewards

According to Rabey (2003) recognition and rewards are the primary focus of the individuals who

are working in teams. Perceptive managers know and constantly capture the benefits of the team.

Teams show the collective strength of the individuals and boost the motivation and morale of

individual as well. Managers critically observe the team members hidden working potential

otherwise managers may lose them. According to (Staniforth, 2000) teamwork is the collective

17
way of working which result in potential benefits and greater synergy. Managers must plan and

design an appropriate reward system for the employee and encourage their participation in team

projects. They must also set the group goals which are connected towards the company strategic

plan, building of employee performance and fair payment methods. After implementation of

above captioned concern, managers are able to establish their teams. Periodically monitoring the

team work activities in order to check its effectiveness should be the primary focus of every

business strategy (Musselwhite, 2001). Researcher further suggested that team work is a fragile

process which needs to be handling carefully in a supportive organizational environment.

Anderson & West (2002) argue that effective organizational environment is one in which

employee communicate, participate and work in trustable atmosphere. According to Herzberg

(1987) reward and recognition can provide both intrinsic and extrinsic motivation. Herzberg

(1968) reported that extrinsic rewards are the main factor to provide employee movement in

positive manner.

2.4.2Negative Effectiveness of Team

Along with the existence of positive and constructive team roles, negative and destructive

agendas can emerge that undermine the ability of individual teams to function and perform

adequately. Negative and destructive roles emerge for a variety of reasons, including personal

agendas, resistance to change, immaturity, and lack of motivation and/or team leadership and

management. One of a leader’s major roles is to observe individual team members and watch for

destructive and negative behaviors. When problems surface, they need to encourage the team to

18
collectively recognize and handle them within the team environment. If this fails, it is up to

leaders to take specific action with the offending individual(s).

Leaders need to be watchful for the following negative roles and behaviors within their

individual teams:

Aggressor

The aggressor criticizes everything said within the team environment, and is in effect an active

naysayer. He or she has the ability to block the introduction of new ideas and concepts by

minimizing and deflating the status of other team members and creating a sense of intimidation.

If this behavior and role is not checked it will tend to decrease the team’s overall motivation and

subsequent member involvement.

Blocker

The blocker is a dominant personality who automatically rejects the views and perspectives of

others out of hand. This individual blocks the team’s ability to brainstorm and discuss the merits

of new concepts and ideas raised. Like the aggressor, this individual can be highly detrimental to

the team effort as he or she intimidates individual members, limits their participation and

decreases overall team motivation and involvement.

Withdrawer

The withdrawer holds back his or her personal participation and refuses to become active within

the team environment. This individual focuses the team on his or her immature behavior and

19
attempts to resolve the conflict and unrest it creates, which effectively limits the team’s ability to

make progress on problems and assigned projects.

Recognition Seeker

The recognition seeker looks for personal attention and in so doing monopolizes the discussion

by continually asserting his or her personal ideas, suggestions and viewpoints. The recognition

seeker is also attempting to win the team over to his or her ideas and opinions. Unfortunately,

this behavior minimizes other individual team members input, which hampers overall team

participation, involvement and motivation.

Topic Jumper

A topic jumper is unable to explore any specific topic in depth. He or she displays a short

attention span and continually interrupts group discussions by attempting to change the subject.

These continual interruptions diminish overall productivity by keeping team meetings off-focus.

Dominator

The dominator displays threatening and bullying behavior within the team setting. This

individual uses intimidating and minimizing behavior in an attempt to take over the team and

control all discussions. The dominator will typically “hijack” the team by coercing it to pursue

his or her personal agenda.

Devil’s Advocate
While the devil’s advocate in the sense of introducing different viewpoints into the team

discussion is a positive team function, it can become a negative role when used to block team

20
progress or consensus. In this regard, the devil’s advocate is simply a naysayer that refuses to

allow the team to move forward.

2.5 Performance of Organization

It is difficult to formulate an unambiguous and definitive description of ‘performance’, since this

ultimately depends upon the objectives of the particular organization. Nevertheless, a wide range

of performance indicators have been investigated in organizations, and, for the purposes of this

review, we look at these under the headings of operational outcomes and financial outcomes. The

former would include productivity (e.g. the number of hours to assemble a car), the quality of the

product or service, innovation and customer satisfaction; the latter, value-added per employee

and return on capital employed. To complicate matters, many of these indicators can be recorded

at different levels within an organization. Productivity, for example, can be measured at

department, workplace or company level.

In addition, when one begins to consider the team-based literature, another set of ‘performance’

outcomes come to the fore (Cohen and Bailey 1997). A number of these studies are designed to

show the outcomes for individual team members or the team itself. While some of these

measures– job satisfaction, for example, or absenteeism – may not seem directly relevant to the

present study, subsequent discussion will show that there are important links with organizational

performance.

A number of theoretical arguments have been developed to explain why team working might

lead to improved organizational performance. Some theories focus on the effort and motivation

21
of individual workers and claim that they work harder. Strategic HRM theory, for example,

suggests that an appropriately designed HR system, which typically includes teamwork, will

have a positive effect on an employee’s job satisfaction, commitment and motivation, leading to

behavioral changes that result in improved organizational performance (Becker et al. 1997).

Similarly, self-leadership theory focuses on participatory decision-making, individual discretion

and teamwork as important motivating factors, and suggests these will lead to more committed

employees who strive for greater efficiency and effectiveness (Sims and Manz 1996). Work

design theory, however, tends to emphasize intra-group processes such as job design, task variety

and interdependence (Wall and Martin 1987), while sociotechnical theory highlights changes in

the structure of an organization and its processes as the main mechanism by which performance

is enhanced (Van Hootegem 2000). It is apparent from this that the teamwork– performance link

is related to the more general discussions surrounding HRM and performance, empowerment,

self-leadership and so on. However, teamwork research should not be considered only within

these contexts since a specific team working literature has emerged over the course of time

(Salas et al. 2000).

2.6 Productivity of Employees

In this era of increased competition, leaders recognize the importance of teamwork more than

ever before. Teams can expand the outputs of individuals through collaboration. Employees who

are working in teams become the standard for the organization (Alie, Beam & Carey, 1998). It is

the mean of improving man-power utilization and potentially raising performance of individual.

22
With a support from upper level management, an employee works confidently in team and

increases productivity of the organization. Nowadays, in the new business world, managers are

assigning more team projects to employees with opportunities to strengthen their knowledge and

develop their skills (Hartenian, 2003). Recent study shows that employee working within the

team can produce more output as compared to individual (Jones, Richard, Paul, Sloane & Peter,

2007).

According to Cohen and Bailey (1999) an employee team is a collection of individuals who are

interdependent in the tasks and who share responsibility for the outcomes. Team’s enables

people to cooperate, enhance individual skills and provide constructive feedback without any

conflict between individuals (Jones et al., 2007). Teamwork is an important factor for smooth

functioning of an organization. Most of the organizational activities become complex due to

advancement in technology therefore teamwork is a major focus of many organizations. One

research study concluded that teamwork is necessary for all types of organization including non-

profit organizations (Pfaff & Huddleston, 2003). Team members enhance the skills, knowledge

and abilities while working in teams (Froebel and Marchington, 2005).This means that

employees who work in teams are able to improve upon their skills, knowledge and ability by

learning from each other as they are working in a team, and due to that it enable them produce

effectively and efficiently as compare to employees who work individually in organizations.

23
2.7 Factors Associated with Teamwork

According to Pielow (2010), today, business competition, customer expectations, new

technology, and many other developments, it is more critical than ever to build teamwork in your

organization. The many challenges that your organization faces, the more critical it becomes that

teamwork is effective. The key elements to successful teamwork are trust, communication and

effective leadership; a focus on common goals with a collective responsibility for success (or

failure). However, without trust and communication the team will have difficulty functioning

effectively. The whole process of organizational teamwork must begin with a company

leadership team that creates a business strategy and a focus on the critical goals of the enterprise.

Next there is the process of communicating the vision, values and mission of the organization to

a team, or teams that will be responsible for planning and executing the mission and building

trust in the teams and within the teams to carry out their assigned responsibilities. Marketing

plans, as well as other operational plans, will succeed only with team-based planning and

execution.

According to Patrick Lencioni in “The Five Dysfunctions of a Team”, senior executives, middle

management and assigned team leaders, must foster and expect that team member activities

include the following factors:

24
Trust among team members

Building trust takes time. If trust is lacking it must be the responsibility of the team leader to

focus first on building trust, i.e. getting team members to open up (among the team) and expose

their weaknesses and fears to each other. In some cases, a team building exercise can be utilized.

In certain business cases, due to time pressures, the leader may have to take responsibility for

building trust or change the team to achieve the necessary level of trust for team success. Until

everyone is willing to trust the other members of the team, progress towards team success will be

limited.

Prepare to engage in debate around ideas.

Disagreements can lead to conflict, but conflict can be good. If ideas are not presented and

debated, the team will miss opportunities to find the best solutions to problems. Respect for the

thoughts and ideas of the other team members will be developed through healthy debate.

Learn to commit to decisions and plans of action.

Team results will only come about as a result of team commitment to team decisions; this

includes agreeing on the specifics of action plans. If some team members are not consistent with

their commitments, the team will not succeed.

25
Hold one another accountable against their plans.

Team members must be prepared to check among themselves to assure progress and overcome

obstacles to progress. Ad hoc meetings may be necessary to coordinate actions between

departments or groups to assure progress.

Focus on achieving collective results.

The vision and/or mission of the team must be accepted by all the team members and critical

goals viewed as the collective responsibility of the team. If a return to profitability is a critical

goal of an executive team, priorities and time commitments must be pulled from elsewhere.

Focusing on results that in any way does not support the critical goal(s) of the team will lead to

team failure.

2.8 The Impact of Teamwork on Organizational Performance

The impact of teams on organizational performance has been a topic of many researches done by

academics and practitioners for the previous years (Jones et al, 2008). The main likely reason for

this attentiveness is the belief that teams can affect the performance of organizations. The work

of a team is deliberated by some researchers to be particularly important in achieving

organizational goals and in evoking performance among subordinates. Several reasons indicate

that there should be a relationship between teamwork and performance. Scholars and

practitioners suggest that effective team behaviors can facilitate the improvement of performance

26
when organizations face new challenges. Understanding the impact of teamwork on performance

is important because teamwork is viewed by some researchers as one of the key driving force for

improving a firm’s performance (Jones et al, 2008).

Teamwork is the concept of people working together cooperatively, as in sales team, sports team

etc. It has also become so valued that many large corporations have developed specific tests to

measure potential employee’s teamwork ability. Hence, it has become important goal in most

work places, the belief is that teamwork gives employees a sense of ownership and encourages

cooperation (Adeleke, 2008).

Team has been around for as long as anyone can remember and there can be few organizations

that have not used the team in one sense or another. It is common to hear of management teams,

production teams, service team or even whole organizations being referred to as teams that is,

many organization today are moving towards “team based” approach to work, this means that

working in teams is the basic method used to get work done in these organizations. As a result,

employers stress the importance of employees working as a team and advertise for staff with the

ability to work in such a way (Richard, 1991).

McShone (1998) said that teams are replacing individuals as the basic building blocks of

organization - French language television programs has shifted to team-based projects and giving

more recognition to teams than to individuals. Companies are not just looking for technical

ability but looking for people who can work on teams and solve problems.

27
According to Steiner (1972) teams and teamwork are not novel concepts; teams and team

thinking have been around for years at companies such as Procter and Gamble; and Botany. In

the 1980s the manufacturing and auto industries embraced a new team-oriented approach when

United States firms retooled to combat Japanese competitor who were quickly gaining market

share. Brown et al (1996) examined that managers discovered the large body of research

indicating that teams can be more than the tradition corporate structure for making decisions

quickly and efficiently. He further said that teams needed for the restructuring and reengineering

processes of the future giving instances that simple changes like encouraging input and

feedbacks from workers on the line make dramatic improvements.

Even from time of creation, God applied the concept of teamwork when he said, ‘‘Let us make

man in our own image’’ (Genesis1:26, KJV). This statement brings out the fact that God in the

creation process work with other heavenly beings hence the essence of team in bringing

productivity, ‘Man’. This means that teamwork was present in the ancients’ days and was having

a greater impact on the performance of on almost all the organizations at that time.

Research conducted by some scholars on this same topic has let me know that teamwork is still

in existence in this modern world, then if it is so, how come Ghanaians organizational culture

lacks the knowledge about the relation of Teamwork and knowledge to achieve best results.

Therefore this research is to help me find out what the problem in context of Ghana is.

28
CHAPTER THREE

METHODOLOGY

3.1 Type of Research

The study is classified under a descriptive research and uses two case studies. A descriptive

research approach was used since it delivers an in-depth data about a particular subject by

describing it from various angles.

3.2 Population

The target population for the study consisted of both management and staff members of Ejisu

Government Hospital and Komfo Anokye Teaching Hospital.

3.3 Sample and Sampling Technique

A sample size of sixty (60) respondents was drawn from the population of the two hospitals.

Thirty (30) from each hospital. With this twenty (20) questionnaires were distributed to

employees whiles the remaining ten (10) were given to management in each of the hospital.

Purposive sampling was used to select respondents based on the fact that they have expertise in

the area being researched. Convenient Sampling was also used to select respondents among

employees based on their ability and willingness to respond to the questionnaire.

29
3.4 Data Collection

This includes the Type of Data, Sources of Data, and Instrument for Data Collection and

Procedure for Data Collection.

3.4.1 Type of Data

The researcher used ordinal data for the study. This is because the responses to the questionnaire

were based on a rating scale and could be ranked.

3.4.2 Source of Data

Primary data type was collected by the researcher. It was obtained from respondents through the

administration of questionnaires. This was sourced from the staff and management of both

Komfo Anokye Teaching Hospital and Ejisu Government Hospital. The researcher used the

primary data because it helps to know what is actually happening on the ground and also come

out with findings and recommendations.

3.4.3 Instrument for Data Collection

Questionnaire was the main instrument used to collect data for the study. This was to enhance

the truthfulness of the data regarding the study.

30
3.4.3.1 Instrument Validity

The need to ensure validity and reliability in research affects all aspects of the research design.

The researcher ensured that proper understandings of the questions in the questionnaire were

made to the respondents.

3.4.3.2 Instrument Structure to Meet Research Objectives

The questionnaire was designed to contain simple question based on the set objectives of the

study. It was simple and easy to understand to ensure respondents provided relevant data to meet

the objectives of the study. The questionnaire distributed to respondents contained relevant close

ended questions for the purpose of attaining the research objectives of the study.

The questionnaires were in three parts. Section A was designed for respondents to provide the

necessary data about the factors associated with teamwork. Section B sought to collect data on

the positive or negative effects of teamwork on employees and Section C was designed to gather

data to examine the impact of teamwork on organization performance.

3.4.4 Procedure for Data Collection

An introductory letter was obtained from the University to the two Hospitals related to the study.

Data was collected from a number of employees and management of the two Hospitals.

Questionnaires were handed out to individuals or personnel who work at the various departments

of the two Hospitals and the researcher paid personal visits to deliver and collect the

questionnaires; this was made possible as a special meeting was scheduled with the respondents

31
for this activity at their free or less busy times. Convenient Sampling technique was used because

questionnaires were directed to respondents who were available at the time the researcher visited

the Hospital.

3.5 Method of Data Analysis

Qualitative data analysis was used. It was used to determine the percentages and frequencies in

the data analysis. Data gathered through questionnaires was presented in tables and bar charts

using SPSS.

32
CHAPTER FOUR

RESULTS AND DISCUSSION OF FINDINGS

4.1 General Information on Komfo Anokye Teaching Hospital

Komfo Anokye Teaching Hospital (KATH) is located in Kumasi, the Regional Capital of

Ashanti Region with a total projected population of 3,204,609 (1998).s

The geographical location of the 1000-bed Komfo Anokye Teaching Hospital, the road network

of the country and commercial nature of Kumasi make the hospital accessible to all the areas that

share boundaries with Ashanti Region and others that are further away.

As such, referrals are received from all the northern regions (namely, Northern, Upper East and

Upper West Regions), Brong Ahafo, Central, Western, Eastern and parts of the Volta Regions.

In the 1940s, there was a hospital located on the hill over-looking Bantama Township designated

African and European Hospitals. As their names implied, the African side treated Africans while

the European side treated Europeans. However, on some rare occasions, high-ranking African

government officials were given treatment in the European section.

By 1952, the need to construct a new hospital to cater for the fast increasing population in

Kumasi and therefore Ashanti Region arose. The European Hospital was therefore transferred to

the Kwadaso Military Quarters to make way for the new project to begin. In 1954/55 the new

hospital complex was completed and named the Kumasi Central Hospital. The name was later

33
changed to the Komfo Anokye Hospital in honor and memory of the powerful and legendary

fetish priest, Komfo Anokye.

The hospital became a Teaching hospital in 1975 for the training of Medical Student in

collaboration with the School of Medical Sciences of the University of Science and Technology,

Kumasi.

Vision

To become a medical centre of excellence offering Clinical and Non-Clinical services of the

highest quality standards comparable to any international standards', within 5 years.

Mission

To provide quality services to meet the needs and expectations of all its clients, this will be

achieved through well-motivated and committed staff applying best practice and innovation. The

hospital became a Teaching hospital in 1975 for the training of Medical Student in collaboration

with the School of Medical Sciences of the University of Science and Technology, Kumasi.

4.2 General Information on Ejisu Government Hospital

Ejisu Government Hospital is located in the Ejisu-Juaben Municipality in the Ashanti Region.

It started as Health Centre in 1972 and was re-designated as a Government Hospital in the year

2010. The Hospital has a bed capacity of 64 and the hospital renders services to about 179,376

34
people. Ejisu Government Hospital operates under Ejisu-Juaben Municipal Health

Administration.

The Hospital has substantive staff strength of seventy-seven and thirty-two casuals and provides

some of the following services: Out Patient Services, Surgery & Obstetric, Maternal &

Reproductive Health services, General Administration, Eye care Services, Laboratory services,

Psychiatry services, Pharmaceutical services etc.

The Hospital has the following as some of its objectives under which they operate in order to

give quality health care to their clients:

1. To provide efficient, quality and accessible medical care to the people of the

catchment area.

2. To train and educate nursing staff, paramedical staff and newly qualified staff by

organizing workshops for all.

3. To improve utilization of the Hospital’s services.

4. Continuous improvement in service delivery through systematic human resource

development.

Mission Statement

The Hospital exists to provide quality, accessible and affordable health care to meet the needs of

the people of Ejisu and beyond to be delivered by a team of humane, disciplined, and dedicated

staff in collaboration with all stakeholders.

35
4.3 Data Presentation and Analysis for Komfo Anokye Teaching Hospital

4.3.1 Objective one: To identify the factors associated with teamwork

Table 4.1 Factors associated with teamwork

(Respond /Answers) Number/Frequency and Percentage of Respondents

Variables Strongly Agree Neutral Disagree Strongly
Agree Disagree
Freq % Freq % Freq % Freq % Freq %
1. Trust exists among team
members. 12 40.0 - - 18 60.0 - - - -
2. Team members are
prepared to engage in debate 5 16.7 15 50.0 7 23.3 3 10.0 - -
around ideas.
3. Team members are
viewed as unique people. 8 26.7 14 46.7 6 20.0 1 3.3 1 3.3
4. Effective leadership team
will have team members 10 33.3 17 56.7 3 10.0 - - - -
who are actively engaged in
the work and focus of the
team.
5. Team members are
prepared to check among 8 26.7 15 50.0 4 13.3 3 10.0 - -
themselves to assure
progress and overcome
obstacles to progress.
6. The vision and/or mission
of the team are accepted by 10 33.3 16 53.3 3 10.0 1 3.3 - -
all the team members.
7. Effective teams embrace
and are constituted by a 7 23.3 17 56.7 5 16.7 1 3.3 - -
diversity of cultures, talents
and personalities.
8. Effective teamwork is
facilitated by clear and open 20 66.7 8 26.7 1 3.3 1 3.3 - -
communication.

36
9. Effective teamwork is
developed through shared 17 56.7 10 33.3 1 3.3 2 6.7 - -
experiences and practice.

Table 4.1 shows that, 40.0% of respondents strongly agreed that trust exists among team

members, whiles 60.0% were not sure (neutral) and none of the respondents agree, disagree or

strongly disagree, and also 16.7% of the respondents strongly agreed that team members are

prepared to engage in debate around ideas, whiles 50.0% agreed, 23.3% were not sure (neutral)

and 10% disagreed whiles none of the respondents strongly disagree.

More so, 26.7% of the respondents strongly agreed that team members are viewed as unique

people, whiles 46.7% agreed, 20.0% were not sure (neutral) and 3.3% disagreed and 3.3%

strongly disagree, and 33.3% of the respondents strongly agreed that effective leadership team

will have team members who are actively engaged in the work and focus of the team, whiles

56.7% agreed and 10.0% were not sure (neutral), whiles none of the respondent either disagree

or strongly disagreed.

Furthermore, 26.7% of the respondents strongly agreed that team members are prepared to check

among themselves to assure progress and overcome obstacles to progress, whiles 50.0% agreed,

13.3% were not sure (neutral) and 10.0% disagreed whiles none of the respondent strongly

disagreed, and also 33.3% of the respondents strongly agreed that the vision and/or mission of

the team are accepted by all the team members, whiles 53.3% agreed, 10.0% were not sure

(neutral) and 3.3% disagreed whiles none of the respondent strongly disagreed.

37
In addition, 23.3% of the respondents strongly agreed effective teams embrace and are

constituted by a diversity of cultures, talents and personalities, whiles 56.7% agreed, 16.7% were

not sure (neutral) and 3.3% disagreed whiles none of the respondent strongly disagreed, and

66.7% of the respondents strongly agreed that effective teamwork is facilitated by clear and open

communication, whiles 26.7% agreed, 3.3% were not sure (neutral) and 3.3% disagreed whiles

none of the respondent strongly disagreed.

Lastly, 56.7% of the respondents strongly agreed that effective teamwork is developed through

shared experiences and practice, whiles 33.3% agreed, 3.3% were not sure (neutral) and 6.7%

disagreed whiles none of the respondent strongly disagreed.

4.3.2 Objective two: To identify the positive or negative effects of teamwork on employees

Table 4.2 Positive or negative effects of teamwork on employees

(Respond /Answers) Number/Frequency and Percentage of Respondents

Variables Strongly Agree Neutral Disagree Strongly
Agree Disagree
Freq % Freq % Freq % Freq % Freq %
10. Teamwork encourages
employees to broaden their 19 63.3 9 30.0 - - 2 6.7 - -
skills and knowledge.
11. Managers recognize and
rewards employees who are 11 36.7 13 43.3 5 16.7 1 3.3 - -
working in teams.
12. Working with team
increase efficiency of an 6 20.0 19 63.3 4 13.3 - - 1 3.3
employee.

38
13. All members of the team
have an equal opportunity 8 26.7 13 43.3 7 23.3 1 3.3 1 3.3
for participation to develop
confidence and skills.
14. Team members
intimidate individuals to 2 6.7 5 16.7 11 36.7 8 26.7 4 13.3
limits their participation and
decreases overall team
motivation and involvement.
15. Work pressure is evenly
distributed among team 10 33.3 6 20.0 7 23.3 6 20.0 1 3.3
members.

Table 4.2 shows that, 63.3% of the respondents strongly agreed that teamwork encourage

employees to broaden their skills and knowledge, whiles 30.0% agreed and 6.7% disagreed

whiles none of the respondents were not sure or strongly disagreed, and 36.7% of the

respondents strongly agreed that managers recognize and rewards employees who are working in

teams, whiles 43.3% agreed, 16.7% were not sure (neutral) and 3.3% disagreed whiles none of

the respondents strongly disagreed.

More so, 20.0% of the respondents strongly agreed that working with team increase efficiency of

an employee, whiles 63.3% agreed, 13.3% were not sure (neutral) and 3.3% strongly disagreed

whiles none of the respondents disagree, and then also 26.7% of the respondents strongly agreed

that all members of the team have an equal opportunity for participation to develop confidence

and skills, whiles 43.3% agreed, 23.3% were not sure (neutral), 3.3% strongly disagreed and

3.3% disagree.

39
Furthermore, 6.7% of the respondents strongly agreed that team members intimidate individuals

to limits their participation and decreases overall team motivation and involvement, whiles

16.7% agreed, 36.7% were not sure (neutral), 26.7% disagreed and 13.3% strongly disagree and

lastly, 33.3% of the respondents strongly agreed that work pressure is evenly distributed among

team members, whiles 20.0% agreed, 23.3% were not sure (neutral), 20.0% disagreed and 3.3%

strongly disagree.

Table 4.3 shows the correlation of Teamwork and Organization Performance. Work being

accomplished within the shortest period of time correlate to teams being responsible for specific

services and teamwork having direct positive impact on organizational performance, an

improvement of skills among employees in achieving team goals and as well as organization’s

objectives have a strong correlation to teams ensuring effective utilization of organizational

resources, team members playing a major role in the organizational performance also correlate to

team bringing various specializations within the organization together. In addition various teams

always work to improve the quality of service provided to customers correlate to teams ensuring

effective utilization of organizational resources, teams responsible for specific services correlate

to teams ensuring effective utilization of resources.

4.4 Data Presentation and Analysis for Ejisu Government Hospital

40
4.4.1 Objective one: To identify the factors associated with teamwork

Table 4.4 Factors associated with teamwork

(Respond /Answers) Number/Frequency and Percentage of Respondents

Variables Strongly Agree Neutral Disagree Strongly
Agree Disagree
Freq % Freq % Freq % Freq % Freq %
1. Trust exists among team
members. 1 3.3 25 83.3 4 13.3 - - - -
2. Team members are
prepared to engage in debate 3 10.0 24 80.0 3 10.0 - - - -
around ideas.
3. Team members are
viewed as unique people. 7 23.3 6 20.0 16 53.3 - - 1 3.3
4. Effective leadership team
will have team members 15 50.0 11 36.7 4 13.3 - - - -
who are actively engaged in
the work and focus of the
team.
5. Team members are
prepared to check among 9 30.0 16 53.3 3 10.0 2 6.7 - -
themselves to assure
progress and overcome
obstacles to progress.
6. The vision and/or mission
of the team are accepted by 11 36.7 16 53.3 3 10.0 - - - -
all the team members.
7. Effective teams embrace
and are constituted by a 10 33.3 13 43.3 2 6.7 1 3.3 4 13.3
diversity of cultures, talents
and personalities.
8. Effective teamwork is
facilitated by clear and open 21 70.0 9 30.0 - - - - - -
communication.

41
9. Effective teamwork is
developed through shared 17 56.7 11 36.7 2 6.7 - - - -
experiences and practice.

Table 4.4 shows that, 3.3% of respondents strongly agreed that trust exists among team

members, whiles 83.3% agree and 13.3% were not sure (neutral) whiles none of the respondents

either disagree or strongly disagree, and also 10.0% of the respondents strongly agreed that team

members are prepared to engage in debate around ideas, whiles 80.0% agreed, 10.0% were not

sure (neutral) whiles none of the respondents either disagree or strongly disagree.

More so, 23.3% of the respondents strongly agreed that team members are viewed as unique

people, whiles 20.0% agreed, 53.3% were not sure (neutral) and 3.3% strongly disagree whiles

none of the respondents disagree, and 50.0% of the respondents strongly agreed that effective

leadership team will have team members who are actively engaged in the work and focus of the

team, whiles 36.7% agreed and 13.3% were not sure (neutral), whiles none of the respondent

either disagreed or strongly disagreed.

Furthermore, 30.0% of the respondents strongly agreed that team members are prepared to check

among themselves to assure progress and overcome obstacles to progress, whiles 53.3% agreed,

10.0% were not sure (neutral) whiles 6.7% disagreed none of the respondent strongly disagreed,

and also 36.7% of the respondents strongly agreed that the vision and/or mission of the team are

accepted by all the team members, whiles 53.3% agreed, 10.0% were not sure (neutral) whiles

none of the respondent either disagreed or strongly disagreed.

42
In addition, 33.3% of the respondents strongly agreed effective teams embrace and are

constituted by a diversity of cultures, talents and personalities, whiles 43.3% agreed, 6.7% were

not sure (neutral) and 3.3% disagreed whiles 13.3% strongly disagreed, and 70.0% of the

respondents strongly agreed that effective teamwork is facilitated by clear and open

communication, whiles 30.0% agreed, and none of the respondent either were not sure (neutral),

disagreed or strongly disagreed.

Lastly, 56.7% of the respondents strongly agreed that effective teamwork is developed through

shared experiences and practice, whiles 36.7% agreed, 6.7% were not sure (neutral) whiles none

of the respondent either disagreed or strongly disagreed.

4.4.2 Objective two: To identify the positive or negative effects of teamwork on employees

Table 4.5 Positive or negative effects of teamwork on employees

(Respond /Answers) Number/Frequency and Percentage of Respondents

Variables Strongly Agree Neutral Disagree Strongly
Agree Disagree
Freq % Freq % Freq % Freq % Freq %
10. Teamwork encourages
employees to broaden their 15 50.0 15 50.0 - - - - - -
skills and knowledge.
11. Managers recognize and
rewards employees who are 7 23.3 16 53.3 6 20.0 1 3.3 - -
working in teams.
12. Working with team
increase efficiency of an 14 46.7 13 43.3 3 10.0 - - - -
employee.

43
13. All members of the team
have an equal opportunity 12 40.0 14 46.7 2 6.7 2 6.7 - -
for participation to develop
confidence and skills.
14. Team members
intimidate individuals to 3 10.0 10 33.3 9 30.0 3 10.0 5 16.7
limits their participation and
decreases overall team
motivation and involvement.
15. Work pressure is evenly
distributed among team 11 36.7 6 20.0 10 33.3 2 6.7 1 3.3
members.

Table 4.5 shows that, 50.0% of the respondents strongly agreed that teamwork encourage

employees to broaden their skills and knowledge, whiles 50.0% agreed whiles none of the

respondents were not sure, disagreed or strongly disagreed, and 23.3% of the respondents

strongly agreed that managers recognize and rewards employees who are working in teams,

whiles 53.3% agreed, 20.0% were not sure (neutral) and 3.3% disagreed whiles none of the

respondents strongly disagreed.

More so, 46.7% of the respondents strongly agreed that working with team increase efficiency of

an employee, whiles 43.3% agreed, 10.0% were not sure (neutral) whiles none of the respondents

either disagreed or strongly disagreed, and then also 40.0% of the respondents strongly agreed

that all members of the team have an equal opportunity for participation to develop confidence

and skills, whiles 46.7% agreed, 6.7% were not sure (neutral), 6.7% disagreed and none strongly

disagree.

44
Furthermore, 10.0% of the respondents strongly agreed that team members intimidate individuals

to limits their participation and decreases overall team motivation and involvement, whiles

33.3% agreed, 30.0% were not sure (neutral), 10.0% disagreed and 16.7% strongly disagree and

lastly, 36.7% of the respondents strongly agreed that work pressure is evenly distributed among

team members, whiles 20.0% agreed, 33.3% were not sure (neutral), 6.7% disagreed and 3.3%

strongly disagree.

Table 4.6 shows the correlation of Teamwork and Organization Performance. Work being

accomplished within the shortest period of time correlate to teams being responsible for specific

services and teamwork having direct positive impact on organizational performance, an

improvement of skills among employees in achieving team goals and as well as organization’s

objectives have a strong correlation to teams ensuring effective utilization of organizational

resources, team members playing a major role in the organizational performance also correlate to

team bringing various specializations within the organization together. In addition various teams

always work to improve the quality of service provided to customers correlate to teams ensuring

effective utilization of organizational resources, teams responsible for specific services correlate

to teams ensuring effective utilization of resources.

45
4.5 Discussion of Research Findings

The research was conducted mainly to meet some set of objectives. This section discusses the

findings of the research with regards to the set objectives so as to find out if they were met as set

out to achieve.

4.5.1 Objective one: Factors associated with teamwork

After careful analysis of the study, it was discovered that 68.3% of respondents agreed that there

are trust among members which truly confirms that, trust generates the behavioral basis of

teamwork, which results in employee cooperation and better performance of an organization as

cited by Mickan and Rodger (2000), and also 81.6% of respondents agreed that truly members

are engaged in debate as it was told by Patrick (2010) that, Respect for thoughts and ideas of

team members were been developed through healthy debate that enables them to attained good

solution for a problem.

More so, it was found that respondents agreed with Kleiner (2003) that members are viewed as

unique people with irreplaceable experiences, points of view, knowledge, and opinions to

contribute to solutions of problems at hand that affect the organization performance, and 83.3%

of respondents agreed that effective leadership team always associated with teamwork. That is to

say that, truly effective leadership contributed to a good teamwork performance that also affects

the performance of the organization (Hartenian, 2003).

Furthermore, it was also found out that t truly diversity of cultures, talents and personalities were

also associated with teamwork (Edmondson, 1999), and also respondents agreed to the fact that

46
truly open communication affects teamwork performance, which confirms that people feel free

to express their thoughts, opinions, and potential solutions to problems. People feel as if they are

heard out and listened to by team members who are attempting to understand (Heathfield, 2000),

was true.

Lastly, it was found out from respondents that truly teamwork performances were affected with

shared experiences and practice of team members (Janset, 2003).

4.5.2 Objective two: Positive or negative effects of teamwork on employees

From the responses gathered, it was found that 96.7% of respondents agreed with Bacon and

Blyton (2006) that, teamwork encourages employees to broaden their skills and knowledge and

also boost the employee performances, and 78.3% agreed that managers do recognized and

rewards employees who were working in teams which confirmed that recognition and rewards

are the primary focus of the individuals who were working in teams as according to Rabey

(2003).

More so, working with team increase efficiency of an employee and it affects the performance of

both hospitals positively. With this 88.3% of respondents agreed which were convinced that truly

people working in team function more efficiently, were are less prone to stress, and such

individuals made greater effort in their work as by Katzenbach and smith (1993), also

respondents agreed to the statement that all members of the team have an equal opportunity for

participation to develop confidence and skills (Mulika, 2010).

47
4.5.3 Objective three: The impact of teamwork on organization performance

The responses from both hospitals agreed to the fact that truly team has been around for as long

as anyone can remember and there can be few organizations that have not used the team in one

sense or another. It is common to hear of management teams, production teams, service team or

even whole organizations being referred to as teams that is, many organization today are moving

towards “team based” approach to work, this means that working in teams is the basic method

used to get work done in these organizations. As a result, employers stress the importance of

employees working as a team and advertise for staff with the ability to work in such a way

(Richard, 1991).

48
CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Summary

Teamwork is an efficient way of achieving success at work place or in the organization. It helps

in boosting the productivity, effectiveness and efficiency of work as well as the performance of

organizations as a whole.

Organizations prefer a team form of working in conducting its activities as well as achieving its

goals and objectives. Some of these activities, goals and objectives are; gaining competitive

advantage in the market place, providing quality services to customers, boosting the productivity

of employees as well as the individual, prompting trust and a spirit of cooperation among

members, eliminating tribalism among employers and employees, improving relationship ( that

is between management and employees, employees and other employees, employees and

customers), enhancing individuals’ creativity in handling and resolving conflict, facilitating good

decision making and implementation among members.

The two hospitals (Ejisu Government Hospital and Komfo Anokye Teaching Hospital) are

employing team form of working (teamwork) as a means of impacting on the performance of the

organization and it also enable them in gaining public and government interest which have make

them popular among the various hospitals in Ghana.

49
5.2 Conclusion and Recommendations

Conclusion

Based upon the findings this research, it shows that truly teamwork has an impact on

organizational performance as conducted by early researchers, and it was not just a mere impact

of teamwork but rather a positive impact of teamwork on organizational performance.

Again, this research is to enlighten those organizations that have discounted teamwork as a major

tool of organizational performance to start valuing it as their number tool, since it rely have a

positive impact on organizational performance.

Recommendations

The researcher recommends that, management of those organizations that have discounted

teamwork must start employing it by constantly organising training and development programs

for employees of the organization on how to form and work in teams before its implementation

to improve organizational performance.

50
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Conti, B., and Kleiner, B. (2003). How to increase teamwork in organizations. Journal of
Quality, 5(1), 26-29.

Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Admin.
Sci. Quart. 44(2) 350-383.

Erdem, Ferda, Ozen and Janset. (2003). Cognitive and Affective Dimensions of Trust in
Developing Team Performance. Team Performance Management: An International
Journal, 9(5.6) 131-135.

Froebel, P., and Marchington, M. (2005). Teamwork structures and worker perception: a cross
national study in pharmaceuticals, International Journal of Human Resource Management,
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 APPENDIX
QUESTIONNAIRE

SECTION A: To identify the factors associated with teamwork

Instruction: Using the scale below tick (√) to indicate your response to the questions;

5-Strongly Agree 4-Agree 3-Neutral 2-Disagree 1- Strongly Disagree

5 4 3 2 1

1. Does trust exist among team members?

2. Team members are prepared to engage in debate around ideas.

3. Team members are viewed as unique people.

4. Effective leadership team will have team members who are actively

engaged in the work and focus of the team.

5. Team members are prepared to check among themselves to assure

progress and overcome obstacles to progress.

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 6. The vision and/or mission of the team are accepted by all the team

members.

7. Effective teams embrace and are constituted by a diversity of cultures,

talents and personalities.

8. Effective teamwork is facilitated by clear and open communication.

9. Effective teamwork is developed through shared experiences and

practice.

SECTION B: To identify the positive or negative effects of teamwork on employees

5-Strongly Agree 4-Agree 3- Neutral 2-Disagree 1- Strongly Disagree

10. Teamwork encourages employees to broaden their skills and 5 4 3 2 1

knowledge.

11. Managers recognize and rewards employees who are working in

teams.

12. Working with team increase efficiency of an employee.

13. All members of the team have an equal opportunity for participation to

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 develop confidence and skills.

14. Team members intimidate individuals to limits their participation and

decreases overall team motivation and involvement.

15. Work pressure is evenly distributed among team members.

SECTION C: To examine the impact of teamwork on organization performance

5-Strongly Agree 4-Agree 3- Neutral 2-Disagree 1- Strongly Disagree

5 4 3 2 1

16. Work is being accomplished within the shortest period of time.

17. There is an improvement of skills among employees in achieving team

goals and as well as organization’s objectives.

18. Team members play a major role in the organizational performance.

19. Various teams always work to improve the quality of service provided

to customers.

20. Teams are responsible for specific services.

21. Teamwork has direct positive impact on organizational performance.

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22. Teams ensure effective utilization of organizational resources.

23. Does team bring various specializations within the organization

together?

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