The Impact of Group Cohesiveness on Organizational Performance: The Nigerian Case

Abstract

Several scholarly studies have associated strong group performance with a high level of group cohesion among the members. In this study, we investigated the impact of group cohesion on organizational performance using Carron, Widmeyer, and Brawley group environment questionnaire and Beauchamp, Bray and Carron (2002) role perception and acceptance scale administered to 180 employees in four branches of a commercial bank in Nigeria. The questionnaire was divided into three sections: demographics, role perception, acceptance and group cohesion. Our finding was inconclusive because group cohesion was found to be strong in groups with good performance likewise groups with weak performance. Further examination showed that groups with high cohesion consisting of members with higher organizational tenure outperformed groups made up of employees with lower organizational tenure.

Top Management Team Heterogeneity, Group Cohesion, Competitive Repertoire Complexity and Performance: Evidence from Kenyan Food and Beverage Manufacturers

“…A group can deploy its togetherness to fight organizational objectives or to support them. Banwo et al (2015) in their study established that group cohesion could influence performance in a positive or negative direction contingent on the context. This implies the need to focus on context of the group.…”

“…However they cautioned that the relationships were ambiguous at best due to differences in TMT operationalization and existing moderating factors to this relationship. Groups are common in human society and given their environments their formation takes different approaches (Banwo, Du & Onokala, 2015). Lau and Murnighan (1998) noted that there were two growing trends in organizations which were the use of groups and the diversity in organizations.…”

“…Group cohesion implies the extent to which individuals feel part of the group, are committed to its goals and work together to achieve them. Banwo et al (2015) defined group cohesion as the complete influences, exogenous and endogenous, working on members to stay within the team. It reflects the inclination of the group to bond, stick together, and stay unified in pursuing group goals and organizational objectives.…”

Organisational Power, Cohesiveness and Culture of Taiwan’s Cosmetology Industry

“…Organisational cohesiveness not only plays the imperative role to reciprocally attract team members, but also to enhance the core values for organisational operations (Stashevsky & Koslowsky, 2006) as well as effectively encourage members to fully cooperate for organisational goals. Organisational cohesiveness also contributes to individual missions graced with dignity, and harmony, besides increasing individual performance, and organisational achievements (Banwo et al, 2015). Due to organisational cohesiveness, leaders and team members are devoted to enhancing organisational cohesiveness for a pleasant employment environment, and reciprocal productiveness (Harhara, Singh, & Hussain, 2015).…”

“…Organisational cohesiveness is referred to as a group's propensity to remain unified towards embracing the group's objectives, or needs. Literature (Banwo, Du, & Onokala, 2015;Loty, 2014) has emphasised on how organisational cohesiveness enhances organisational performance.…”