The Impact of Teamwork on Organizational Performance: The Case of NPACCUL Limbe
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This investigation of how teams affect organisational performance in NPACCUL was specifically designed to look at the different traits of successful teams, the impact of teamwork on workers’ devotion to their jobs, and the impact of teamwork on organisational productivity. The data for this study were gathered from primary sources (questionnaires), and chi-square was used to evaluate the data. The study used a descriptive research approach. Staff at NPACCUL Limbe, including management and all other employees, were the study’s target population. use a 20-person sample size. According to this study, teams have a significant impact on organisational performance because they raise task completion speed, effort, and competition, which in turn boosts production. The results disproved the hypothesis that teams have no substantial impact on organisational performance in NPACCUL and showed that teams have a considerable impact on organisational success. In conclusion, we suggested that the administration of NPACCUL Limbe encourage teamwork among its employees and encourage employee participation. This study advises that additional research be done to determine the effect of the employee-manager interaction on performance.
Teams have a crucial role in the workplace. Both simple and complex teams might include “work teams” selected to collaborate closely to finish a project. Simple teams feature everyone working together to help the company. Teams improve performance by working together and as a unit. Giving team members the freedom to apply their unique education and skills to a project or job will increase the diversity of work the team can perform and the number of tasks that can be finished without the need for further research. Multiple minds can indeed operate more effectively than one (Okoh, 2006).
Teams have existed for as long as there have been people, therefore many businesses utilise the term “team” in one sense or another, such as in the manufacturing and marketing processes. Examples include the management team, the production team, or even the entire company. According to (Cook 1998), there is growing agreement among scholars worldwide that organisations may do tasks using individuals, but exceptional achievement resides in the accomplishment of the desired objectives using teams (teamwork). It is a well-known truth that teamwork not only forms the basis of all effective management but also serves as a tool for enhancing overall organisational performance.
Teams are described by Wage (1997) as a concept of cooperating in a group to attain the same aims and objectives for the organisations’ and service users’ commodities to deliver a good.
users and organisations’ quality of service to provide a high level of service (performance).
Teams are the behaviours of individuals who have been brought together for a similar purpose or goal and who put the needs of the group above their own. In essence, each team member sacrificed his or her wants to further corporate goals. Every firm must have a successful team to succeed. The benefits of performance on teamwork may energise an entire business because “no man is an island.” Just as poor teamwork can have disastrous effects on an organisation. Finding and keeping the ideal team members who would enhance performance in a company is a crucial component of effective teamwork. In light of the significance of teamwork to organisational performance, the majority of human resource approaches place a great deal of emphasis on it.
Teams help people take control of their destiny and maximise the advantages of collaborative work done in groups. Getting together with others can help people develop a better understanding of the value of teams, how businesses work, and how to foster a culture where teams succeed. Nothing significant is completed as employees make insignificant progress on crucial action items. Teams work together to achieve a shared vision, and this is the catalyst that enables regular people to achieve extraordinary outcomes. It is widely acknowledged that teams in any business or institution can flourish through collective activity.
Employers constantly emphasise the necessity to hire people who can perform well in a team, according to David (2007). Additionally, companies frequently discuss teamwork when they want to underline the need of combining the diverse talents that different employees possess into distinct teams, such as the management team, the production team, etc. This is done to utilise the individual human resources that an organisation employs. According to Caroline (2008), an organisation is a social institution that is goal-directed, intentionally constructed, and has a preamble boundary.
According to Alain (2008), productivity is the ratio of the rate at which an employer, business, or nation produces items and the amount produced to the amount of time, labour, and resources required to generate them. This demonstrates that the focus of this study will be on the use of the term “teams,” which entails changing the way work is done. This involves dividing up the workforce into teams that each work on a different product and complete a specific task. High levels of responsibility are placed on these teams, and they are expected to perform adaptable and boost productivity. Thus, the purpose of this study is to investigate how teams affect organisational performance.
An employee team, in the words of Cohen and Bailey (1999), is a group of people who collaborate on tasks and are accountable for the results. Teams allow members to work together, develop their skills, and give constructive criticism without interfering with one another (Jones 2007). A team is made up of many people with complementary abilities who collaborate to
However, the terms “team” and “group” are frequently misunderstood and frequently used interchangeably. According to one theory in the literature, the team is similar to the group and has been the subject of investigations for a very long time. They do not, however, share the same attributes. According to the widely accepted definition, a group is “two or more individuals that identify themselves as a group, share common objectives, have solid relationships among themselves, and are engaged in interaction.” Modern works on organisational behaviour present the distinguishing characteristics that characterise a team or group. These include having a common synergistic impact, having common goals and objectives, having mutual trust and loyalty, expressing sentiments openly, and making decisions with compromise. By comparing the definitions provided above, it can be seen that they share many characteristics.
A team is also defined by Delarue (2003) as a group of workers who are authorised to govern one another in the performance of at least certain collective tasks. A shared activity requiring interdependent effort and subsequent or integrative action defines teamwork ( Hacker 1998).
However, commitment, accountability (responsibility), and talents are described as the three core qualities of a team by Katzenbach and Smith (1999). Teams can be categorised in a variety of ways inside companies. Vertical and horizontal teams are formed based on relationships within the organisation, formal and informal teams are formed based on the functions they claim responsibility for, advisory teams are formed, and complementary teams are formed. In addition to this, they can be categorised as cross-functional teams that achieve a common purpose and problem-solving teams that manage themselves.
Teams in NPACCUL can be formally categorised, that is, according to their role. In NPACCUL, senior staff members make up the board of directors, while junior staff members make up the teams, which are currently trying to expand because of the institution’s small population. The board of directors and staff who work in teams frequently achieve higher performance levels than those who work alone.
In NPACCUL, team performance is becoming more and more critical to organizational success. One of the first questions asked at most interviews today is ‘’ can you work as part of a team’’? if performance management of NPACCUL activity is not defined correctly, employees’ individual goals may damage the team’s performance and vice versa
NPACCUL is a category one microfinance institution struggling to increase performance to achieve success and maintain a valuable image in this competitive business world. This is driven by the desire to effectively use resources to produce the best output and this effectiveness is closely tied to human capital (labour). Organizations with staff working in teams often experience high productivity than those in which individuals work in isolation. Nevertheless, the workers in an organization may be very large and yet that organization’s performance is very low and with no improvement in their products.
Some of these problems that occur in NPACCUL are a result of the absence of teams in their institution. In this case common, problems faced by them are lack of teamwork in this institution, poor leadership styles, and lack of motivation in the workforce resulting in poor performance in the organization. It is against this backdrop that this study seeks to examine the impact of teams on organizational performance. This problem has led to the following research questions which will be addressed:
- What are the characteristics of effective teams in NPACCUL (National Ports Authority Cooperative Credit Union Limited)?
- What is the effect of teamwork on employees’ commitment to NPACCUL?
- What is the effect of teams on organizational performance in NPACCUL?
The main objective of this study is to examine the impact of teams on organizational performance.
The specific objectives of this study will include:
- To identify the characteristics of effective teams in NPACCUL( National Port Authority Cooperative Credit Union Limited)
- To Examine the extent to which teams affect employees commitment to NPACCUL
- To examine the effect of team Work on organizational performance in NPACCUL