Examining Team Communication and Mutual Support as Drivers of Work Performance among Team Members

Abstract

This study examined team communication and mutual support as drivers of work performance among team members in the organization. The cross-sectional research design was used and with standardized instruments, data were collected from 133 participants from manufacturing organizations consisting of 63.9% males and 36.1% females whose age ranged from 21-54 years with a mean age of 31.71(SD, 8.7). Work performance was grouped into task performance, contextual performance and counterproductive work behaviour. The hypotheses were tested with the simple regression analysis. Data analysis revealed that team communication positively predicted task performance (β = .56, p < 0.01) and contextual performance (β = .55, p < 0.01) while it negatively predicted counterproductive work behaviour (β = -.21, p < 0.05). Also, mutual support positively predicted task performance (β = .80, p < 0.01) and contextual performance (β = .80, p < 0.01) while it negatively predicted counterproductive work behaviour (β = -.17, p < 0.05). The study recommends that management should encourage employees to work together and also educate them on these key behaviours (communication and mutual support) to help enhance employee performance in the organization.

Investigating the Implementation of Toyota’s Human Resources Management Practices in the Aerospace Industry

“…Participants considered that their company encourages them to work as a team and mutually support each other to attain a common goal. Mutual support usually leads to better job performance and facilitates the accomplishment of the company's objectives [77,78]. Moreover, interviewees emphasized that the support received from their supervisor/manager was key to their work performance.…”

Health-Care Professionals Amid the COVID-19 Pandemic: How Emotional Intelligence May Enhance Work Performance Traversing the Mediating Role of Work Engagement

“…Inwardly, the core of work performance consists of three major domains: (1) task performance, i.e., on-task activities straightforwardly pertaining to the particular profile role; (2) contextual performance, i.e., actions that transcend the duties and functions of the assigned occupation; and (3) counterproductive work behavior, i.e., intended detrimental attitudes that hinder the organizational norms and practices of its constituents [19]. Under this suite of constructs, work performance is referred to herein as the total accomplishment of the employees in compliance with the organizational requirements in terms of time, method and chores [20]. Accordingly, certain premises concerning the inherent complex dynamics of health-care services imply that: (a) unpredictable strains and requests demand pliability and prioritization; (b) unreliable policies in envisioning competing interactions involve demands that disrupt workflow; and (c) secure coping with emotional constraints is indispensable to shield health-care procedures [21].…”