Cohesiveness within teamwork: the relationship to performance effectiveness – case study

Abstract

Purpose -This paper aims to explore the nature and the function of teamwork cohesiveness in organizations in the UAE. Design/methodology/approach -While many organizations are successful at managing the materials and machinery of the organization, they fall short in managing the human side of their business. This research addresses and assesses how teams can progress to be of maximum use through teamwork and to view teams as performing organizational units which is similar to other studies that focus on teamwork processes. Teamwork cohesiveness is defined as a small number of people with complimentary skills who are committed to common purposes, performance goals, and approaches for which they hold themselves mutually accountable. These include being a team player with participation propensity, cooperative behaviors, and leadership skills. A model was tested, relating teamwork cohesiveness with intelligence and skills; reduce conflict, and 2D of organizational commitment, i.e. value, and performance. Survey data from 76 teams (n ¼ 294) were collected in three industrial institutions in the UAE. Findings -The results are supportive of a multi-component structure for cohesiveness and of its importance to the functioning of teams and organizations. Teamwork cohesiveness appeared strongly related with team member's attitudes towards the organization. Cohesiveness between team members was positively associated with value commitment and negatively with performance commitment. In addition, intelligence and skills appeared strongly related to team satisfaction. Originality/value -The paper offers insights into cohesiveness within teamwork.

Employee’s Performance in a Commission for General Election of Banten Province, an Evidence from Indonesia

“…That aspect of the process has a stronger effect on commitment for teams involved in more complex knowledge work rather than less complex work. (Al-Rawi, 2008) also concluded that team cohesiveness had an effect on commitment. (Weick et al, 1999) found cohesiveness had an impact on commitment.…”

“…The results of his research include showing that the manager's integrity behavior influences commitment. (Al-Rawi, 2008), as seen in his research entitled "Cohesiveness within Teamwork: the Relationship to Performance Effectiveness: Case Study". His research was conducted on government employees in Abu Dhabi with a sample of 294 people.…”

Increasing Teamwork, Organizational Commitment and Effectiveness through the Implementation of Collaborative Resolution

“…trying to form the best group (KT1), communicate dynamically (KT2), and routinely coordinate (KT3). Teamwork was measured using three items from questions developed by Al-Rawi (2008), Ivancevich et al (2005), Hoegl and Gemuenden (2001).…”

“…trying to be loyal to the department (KA1), proud of the department (KA2), trying to become part of the department/ study program (KA3), and has a suitability value (KA4). Measurement of affective commitment variable uses the four-item questions from Allen and Meyer (1993), Al-Rawi (2008), and Mayhew, Ashkanasy, Bramble, and Gardner (2007).…”

Antecedents of Satisfaction with Teamwork in Higher Education: An Empirical Study

“…However, in the current study, students who maintain a cordial relationship with other team members, and who gets going with the other team members to fulfil their part according to the terms and conditions agreed upon, are the ones who is satisfied with the teamwork. Hence, we can say that team cohesiveness is required for effective functioning of teams in educational institutions(Al-Rawi, 2008). Every student has a limitation on the amount of workload he/she can handle before things become out of control.…”