TEAMWORK AND ORGANISATIONAL

PERFORMANCE: A STUDY OF AL-HIKMAH

UNIVERSITY
1
Olodo, Hameedat Bukola Ph.D., 2Aremu, Moriam Adeyemi Ph.D., 3Raji, Mustafa Ayobami
and 4Aminu, Hassana Abubakar
1, 2 & 4
Department of Business Administration,
Al-Hikmah University, Ilorin, Nigeria.
3
Department of Business Administration,
Crown Hill University, Kwara State, Nigeria.

Abstract

Self-importance and personal accomplishment have been an area of focus at work place which has led
to the concept of teamwork been overlooked by managers and employees. Teamwork has faced a
number of problems such as suspicion among team members, personality clash and gap in
communication, which with these; organisations cannot achieve its optimum results. Thus, this study
examined the impact of teamwork on organisational performance in Al-Hikmah University, Ilorin,
Nigeria. The study adopted a survey research design. The study population comprised of academic
and non- academic staff, with a total population of 661.Taro Yamane formulae was used to select a
sample size of 249. Primary data was employed through structured questionnaire. Simple regression
method was used to analyse the data collected. Findings of the study showed that Teamwork had a
significant impact on organisational performance with 79.9% of the variation in organisational
performance explained by team context, team design and interdependency. Therefore, it was
recommended that more emphasis should be on teamwork activities in order for employers to be able
to improve on their staff performance and that of the organization.

Keywords: Teamwork, Organisation, Employees and Performance

Introduction

It is an established fact that teamwork is not only the criteria for a successful management,
but a way of improving overall results in organizational productivity. In recent times, there
are so much importance on egotism and personal achievement in organisations; where by the
concept of teamwork seems to be ignored by managers and employees, due to this,
management sees teamwork as a major tool of performance which has led them to poor
performance and productivity in the industry market. In turn, teamwork now looks for new
ways to adapt quickly, operate more efficiently and better prepare themselves for future.

Not surprisingly, many organisations believe redesigning the structure of their organisation
is the solution, on the other hand organisations can have dramatic benefits for the enterprise,
including increased profitability, greater overall efficiency and better alignment of
teamwork to business needs. Currently many organisational disciplines have implemented
team work as essential strategy in achieving success and their mission statements routinely
allude to the importance of team work, utilizing such words as corporation, coordination,
collaboration, and communication as key component.
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Team work enhances organisational cohesion or integration consequently giving rise to

synchronization of efforts among the employed resulting in higher productivity. Although
Organisational culture, job description, job satisfaction, skills and qualifications of
employees together with the organisational structure help in achieving the targets of the
organisation. Management team, production team or an entire organisation can be referred to
as a team. Cooke (2000) opined that there is an increasing consent among scholars that
organisations may be getting work done through individuals, but the super achievement lies
in the achievement of set out goals through teamwork. It is an established fact that teamwork
is not only the foundation of all successful managers, but the means of improving overall
results in organisational performance thus; lack of team work in organisations have posed
problems on the overall performance of employees in organisations. The most difficult task
confronting managers, organisations and institutions in general is how to get workers do the
needful in order to achieve organisational targets, goals and objectives with the required
efficiency it deserves. The intricacy of human behavior and dynamics of organisational
circumstances, makes management goes about dealing with workers in such manners as
could undoubtedly produce sub-optimal results, thereby jeopardizing the chances of the
organisations realizing their set goals and objectives efficiently (Mbinya, 2013). Teamwork
is also faced with some problems such as structural problems, which include blurred
objectives or un accomplishable tasks to a small group. Other problems include history of
mistrust, slacking off, and personality clashes can make it very difficult for some to muster
up the interest in anticipating in any sort of work involving others. Thus, this study examined
the impact of team work on organisational performance.

Ho1: Teamwork has no significant impact on organisational performance.

Literature Review

Team can be defined as a group of people who work together to achieve desired common
goals and deliver a good quality of service. Team building, events planning and activities
have the potential to bring the people you employed to a strong sense of direction, workable
plans and resolutions. A review of academic literature found that the word 'Teamwork' has
been used as a catchall to refer to a number of behavioral processes and emergent states
(Valentine, Melissa, Ingrid & Amy, 2012). In business setting, accounting methods may be
used to provide financial measures of the benefits of teamwork which are helpful in
justifying the concept (Ezzamel, Mahmoud&Willmott,2000). In healthcare, teamwork is a
dynamic process involving two or more healthcare professionals with complementary
background and skills, sharing common health goals and exercising concerted physical and
mental effort in assessing, planning or evaluating patient care. Without teamwork, house
take long to build, government collapses and companies are surpassed by their competitors
in the market (Edmondson, 1999).

As a result, organisations lay emphasis on the significance of employees working as a team.

Hence it has become the focus of most work places, that teamwork gives employees a sense
of ownership and promotes cooperation (Mulika,2010).
 AL-HIKMAH MANAGEMENT REVIEW 77
Advantages

1. Employee performance: Organisations that practice teamwork do experience

increased employee performance, greater productivity and better problem solving
at work. Conti and Kleiner (2003) highlighted that two important factors oneself
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
and 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 (Ingram,2000).

2. Boost productivity: According to (Manz&Neck,2002), boosting productivity

means boosting your output at work so that you can respond to tough, difficult
competitive situations 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 productivity shows you how to do this without
detriment to the overall balance of your life.

3. 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. 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 organisation hence enhancing its performance.

4. Team trust: Trust among the members comes when member of the teams develop
the confidence in each other competence. According to (Mickan &Rodger,2000)
there is positive relationship between the team performance and trust. Trust
generates the behaivoural basis of teamwork, which results in organizational;
synergy and better performance of an employee.

5. Recognition and rewards: According to (Hartenian, 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 way of working which result in
potential benefits and greater synergy. Managers must thus, plan and deign an
appropriate reward system for the employee and encourage their participation in
team projects. They should also set the team goals which are linked to the company
strategic plan, ensuring of employee performance and unbiased payment methods.
After this implementation, managers are able to establish their teams. Periodically
monitoring the teamwork activities in order to check its effectiveness should be the
primary focus of every business strategy.
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Disadvantages

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 behaivours. When problems surface, they
need to encourage the team to collectively recognize and handle them within the team
environment. If it fails, it is up to leaders to take specific action with the offending
individuals(s). Leaders need to be watchful for the following negative roles and behaivours
within their individual teams:

1. 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 behaivour and role is not
checked it will tend to decrease the team's overall motivation and subsequent
member involvement.

2. Blocker: The blocker is a dominant personality who automatically rejects the views
and perspectives of others out of hand. These 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.

3. Withdrawer: The withdrawer holds back his or her personal participation and
refuses to become active within the team environment. This individual focuses on
his or her immature behaivour and attempts to resolve the conflict and unrest it
creates, which effectively limits the team's ability to make progress of problems and
assigned projects

4. 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 behaivour minimizes
other individual team members input, which hampers overall team participation,
involvement and motivation.

5. 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.

6. Dominator: The dominator displays threatening and bullying behaivour within the
team setting. This individual use intimidating and minimizing behaivour 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.
 AL-HIKMAH MANAGEMENT REVIEW 79
Factors Associated with Teamwork

According to (Pfaff & Huddleston, 2003) today, business competition, customer

expectations, new technology, many other developments, it is more critical than ever to build
teamwork in your organisation. The many challenges that your organisation 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 organisational 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 organisation 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.

According to Patrick (2002), senior executives, middle management and assigned team
leaders, must foster and expect that team member activities include the following factors:

1. 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.
2. 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.
3. 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.
4. 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.
5. Focus on achieving collective results: The vision and/or mission of the team must be
accepted by all 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 for elsewhere. Focusing on
results that in any way does not support the critical goal(s) of the team will lead to team
failure.
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Performance 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 organisation. It means
improving man-power utilization and potentially raising performance of individual. With a
support of upper level management, an employee works confidently in team and increases
productivity of the organisation. Nowadays, in the business world, managers are assigning
more team projects to employees with opportunities to strengthen their knowledge and
develop their skills (Hartenian, 2003).

According to (Cohen &Bailey, 1999) an employee 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 an d provide constructive feedback without
any conflicts between individuals (Jones,Richard, Paul, Sloane &Peter, 2007).Teamwork is
an important factor for smooth functioning of an organisation. Most organisational activities
become complex due to advancement in technology; therefore, teamwork is a major focus of
many organisations. A research study concluded that teamwork is necessary for all type of
organisation including non-profit organisations. 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, ability and
knowledge by learning from each other as they are working in a team, and due to that it
enable them produce effectively and efficiently as compared to employees who work
individually in organisations.

Impact of Teamwork on Organisational Performance

Teamwork is the concept of people working together co-operatively, as in sales team, sports
team, organisations 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 in most work places, the beliefs are 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
organisations 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 organisations being
referred to as teams that is, many organisation 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 organisations. 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.

Companies are not just looking for technical ability but looking for people who can work on
teams to solve problems.
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Theoretical Review

There are a number of models describing factors which influence team performance. For this
study, Thompson's model of teamwork and Tuckman's Teamwork Theory was adopted.
These two theories were adopted because the first theory believes that team performance is
influenced by 3concepts, which are team design, team context and team interdependence
which were the variables used in these works. The second theory explains the stages a team
faces before accomplish its task.

Thompson's Model

This model came up in 2007 from Thompsons. These are ability, motivation and strategy
used to help the achievement of targets in organisations. According to (Thompson,2007), for
a team to achieve optimum performance, team members must have the ability to carry out
assigned tasks together in order to achieve the organisational goals, be properly motivated
and formulate a proper strategy on how to achieve their team targets hence performance.
However, within an organisation, a team's performance is affected equally by other factors
within the organisation such as job description, organisational culture, job satisfaction and
organisation's values among other factors.

According to (Thompsons,2007), the rationality behind teamwork in organizations is based

on three arguments; The team context must support organizational, team design and team
interdependence. Essential conditions must support ability of employees, motivation and
strategy, while team performance supports the productivity, cohesion and integration of the
teams. People must be encouraged to work together to be able to develop entirely new ideas,
products, procedures, and means through creative approaches. This theory is relevant to this
study in that it aims at stressing the importance of teamwork and achievement of targets of
organization. The theory highlights the need for teamwork of staff and thereby useful
knowledge and skills in teamwork management.

Tuckman's Teamwork Theory

Dr Bruce Tuckman published his forming, storming, norming and performing model in
1965. Tuckman's model explains that as the team develops maturity and ability, relationships
establish, and the leader changes leadership style. Beginning with a directing style, moving
through coaching then participating, finishing delegating and almost detached. The optimal
or performing position is reached when relationships have developed within the group and it
has started delivering with a clear focus on the task. However, Tuckman's ideas clearly
indicate that it takes time to reach the 'performing' stage and it's normal for these teams to go
through ups and downs as they develop relationships. Particularly in the early period which
is perhaps why Tuckman called it the storming phase.

The four (4) phases of teamwork theory

1. Forming: During the forming stage, members of the project team meet each other
and learn about the task s they will perform. Team members try to see how they fit in
with each other and understand what is expected of them.
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2. Storming: The storming stage is characterized by interpersonal such as conflict and

polarization. During this stage it is common for team members to challenge each
other, including the project manager. People begin to see themselves as part of a
team. However, at this stage they may challenge each other, and the team leader,
about such things as what the team is doing, and how things should be done. As the
stage title suggests, conflict and confrontation typify this stage, as differences
surface. This may result in some loss of performance or focus on the task. At this
stage, some of the skills that will help you build your teamwork are conflict
management, active listening, and relationship building.
3. Norming: As conflicts become less intense and team members begin to understand
and accept each other, the team will gradually move into the norming stage. This is
the phase where team members start to come together, developing processes,
establishing ground rules, clarifying who does what, and how things will be done
4. Performing: In performing stage, team members are comfortable with each other
and group norms have been accepted. Interpersonal and structural issues have been
settled and support task performance. Team synergy is high during this stage which
results in high performance. This is the final stage where increased focus on both the
task and on team relationships, combine to provide synergy. Performance is
delivered through people working effectively together.

The value of Tuckman's model is that it helps us understand that teams evolve. It also helps us
to consider how they may encounter different problems at different stages of their
development. One limitation of the model is that it makes team building appear too linear and
sequential. Tuckman's famous phases are part of a teamwork theory based on stages of team
development

Methodology

Descriptive survey was adopted for this study which allows the researcher to use various
forms of data as incorporating human experience. The population for the study consists of
the staff of Al-Hikmah University. There is a total of 661 staff. The sample size for this study
is 249 staff using the Taro Yamane formulae. All data used in this study were sourced from
primary data, obtained directly from respondents through the administration of structured
questionnaires. The questionnaire is appropriate because it is assumed that the respondents
are literate and they would be able to respond to the questions unaided. The multiple linear
regression model was used to achieve the objective.

Analysis of Research Hypothesis

H01: Teamwork has no significant impact on organisational performance

TABLE 1: Model Summary
Mode R R Square Adjusted R Std. Error of
l Square the Estimate
a
1 .799 .659 .648 0.01361
Source: Author's Computation, 2018
a. Predictors: (Constant)
 AL-HIKMAH MANAGEMENT REVIEW 83
From the model summary table shown in table 1, it was found that, the R value is (0.799), R
square (0.659), adjusted R square (0.648) and the standard error of estimate is (0.01361). The
large value of R indicates a stronger relationship between the observed and predicted values
of the variables. In other words, the R value depicts that teamwork accounted for (79.9%) of
the variation in organisational performance. The value of R-square (64.8%) indicated that
the model properly fits the data. More so, the value of adjusted R (64.8%) showed that the
value of R square closely reflected the goodness of fit of the data to the regression line.
ANOVA a
Model Sum o f Df Mean F Sig.
Squares Square
Regression 168.056 3 22.695 68.436 .000b
1 Residual 49.088 219 .192
Total 217.104 222
(Source: Author’s Computation, 2018)
a. Dependent Variable: customer loyalty
b. Predictors: (Constant), team context, team design, team interdependency
Furthermore, the analysis of variance in table 2 (Anova) showed regression sum of square
value of (168.056) which is higher than the residual sum of square value of (49.081). This
implies that the model accounted for most of the variations in the dependent variable. More
so, the F calculated value of (68.436) is greater than the tabulated value of (3.90) indicating a
significant relationship. In addition, the significant value of P (0.000) is smaller than (0.05)
which means that the independent variables (team context, team design and team
interdependency) to a high extent accounted for the variations in the dependent variable
(organisation performance). Hence, the research hypothesis that 'teamwork has no
significant impact on organisational performance' is rejected and its alternative is accepted.
Coefficientsa
Model Unstandardized Standardized T Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) .233 .066 3.555 .000
Team cont. .592 .080 .466 4.113 .000
1 Team Des .421 .075 .447 5.611 .000
Team inter .407 .019 .349 3.746 .002

a. Dependent Variable: non -performing loan

b. Predictors: (Constant), team context, team design, team interdependency
(Source: Author’s Computation, 2018)

Table 3 shows the model coefficient (that is, the intercept and the slope). From table 4.3.1.3,
the results show that “team context” (t-value = 4.113, p-value = 0.000) is statistically
significant at 5% level. This implies that team context brings about 46.6% improvement to
organizational productivity. The result shows that “team design” (t-value = 5.611, p-value =
0.000) is statistically significant at 5% level. This implies that team design brings about
44.7% improvements to organisational performance. The result also shows that “team
interdependency” (t-value = 3.746, p-value = 0.002) is statistically significant at 5% level.
 84 TEAMWORK AND ORGANISATIONAL ... Volume 5, Number 1, 2020

This implies that interdependency among the team brings 34.9% improvement to quality of
team work. By implication, this result has shown that for a team to achieve optimum
performance, team members must have the ability to carry out assigned tasks together in
order to achieve the organisational goals, be properly motivated and formulate a proper
strategy on how to achieve their team targets. This result support the study of Pamela (2013)
who also emphasized the significance of organisational culture on formation of teams and
various job descriptions of employees on achievement of organisational goals.

Conclusion

This study shows a strong positive and significant of teamwork on organisational

performance. However, Findings of this study show that team context, team design and
interdependency among team significantly impact organisational performance. The results
showed that 79.9% of the variation in organisational performance was explained by team
context, team design and interdependency among team. This implies that team context
brings about 46.6% improvement to organisational performance, team design brings about
44.7% improvement to organisational performance, and interdependency among the team
brings 34.9% improvement to quality of team work. This is in line with the study of Pamela
(2013) who also emphasized the significance of organisational culture on formation of teams
and various job descriptions of employees on achievement of organisational goals.

Recommendations

The study therefore recommend that employers may be able to improve their performance by
increasing the volume of teamwork and taking action to raise the performance level of the
individual, but to succeed in this they need to pay attention to the team context, team design
and team interdependency. Teamwork activity within the organisation is very much
beneficial and its effect is directly on employee productivity. When an employee acquires
adequate opportunities of teamwork his/her performance automatically improves and he/she
will be satisfied with the job and this could ensure that skills are better utilized which might
reduce the possibility of an employee quitting a job.

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