Writer Mulika Sample 3

Teamwork and Employee Performance in Strategic Management 1

The Impact of Teamwork on Employee Performance in Strategic Management and the

Performance Improvement Department of Abu Dhabi Police, UAE

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Abstract

The structures in the community are organized around the government, business, and non-profit

organizations. The three sectors in any economy must correlate and work together for the welfare

of the society. However, the environment today is changing and there is considerable concern

about the effectiveness of the non-profitable organizations, which may lack the capacity and

technical expertise to keep up with the change and there by contribute to an enriched and healthy

quality of life. According to Eby and Dobbins (1995), many non-profit making organizations are

fragile and they are responsible for many responsibilities in the society. Many at times, they fail

to meet their responsibilities because their financial and other resources are limited. As the

environment changes, the demand for the community based services increases, more new needs

are identified than there were before as new paradigms for exchange and interactions are

identified. The organizations operating a non-profit are challenged by devising new modes of

dealing with the specific challenges that come with the changing environment. According to

Stevens and Campion (1994), the organizations can overcome these challenges if they formulate

new corporate strategies to manage their employees, the strategies should involve all employees

in the organizations. This calls for teamwork and capacity building.

Critchley, Edwards and Fallon (2007) notes that the activities of organization are becoming

complex daily with the advance in technology and there is need for participation of more than

one individual. Many big organizations both profitable and non-profit making are increasing

their training and teamwork activities in order to boost their performance. Many obstacles to

teamwork have to be overcome for success and effective performance. Such obstacles emerge

from the environment and the advancing technology. Also include are the conflicts among

employees and the strategy formulation in organizations. Teamwork enables organization to


overcome these obstacles through consultation and sharing of ideas. For success, the team

participants must possess some skills and abilities that can enable them to perform their duties

pertaining to the tasks of the group. Where such skills and abilities are limited, organizations

have to train the employees and impart in them the specific needed skills. Teamwork is important

to the organization because it helps the organization improve its performance through

cooperation and participation.

Strategic management is another important aspect of the management that contributes to

effective teamwork. Without proper strategies, the team will lack important tasks to execute

hence the lag in the performance of the whole organization. Strategic management should treat

teamwork as an independent strategy in ADP and therefore strengthen teamwork in all

departments for the effective performance of the individual employees and the whole

organization. This will involve strategic planning on how to improve teamwork in ADP through

training and increased communication and interpersonal skills.

This study is important because it undertakes to study the effectiveness of teamwork as a strategy

to increase the performance of employees in the Abu Dhabi Police as a nonprofit making

organization. The study begins by the introduction, which highlights the aims and objectives of

the study as well as the background to the study problem. It proceeds to the review of previous

literatures on teamwork and performance, methodology, data analysis and findings and

discussions of the study. The study ends by providing recommendation to ADP for effectiveness

of teamwork for its employees and the whole organization.


Table of Contents

Chapter One................................................................................................................................................6

1.0 Introduction...........................................................................................................................................6

1.1 Research objectives...............................................................................................................................7

1.2 Research Questions...............................................................................................................................8

1.3 Study hypothesis...................................................................................................................................8

1.4 Significance of the study........................................................................................................................8

1.5 Study justification..................................................................................................................................9

1.6 Strategic Management & performance improvement Department in ADP...........................................9

1.6.1 ADP Mission and Vision....................................................................................................................10

1.6.2 The Strategic context........................................................................................................................10

1.6.3 Security Awareness...........................................................................................................................11

1.6.4 Innovation Strategies........................................................................................................................12

1.7 Thesis structure...................................................................................................................................12

1.8 Definitions...........................................................................................................................................13

Chapter Two..............................................................................................................................................15

2.0 Teamwork and employee performance in nonprofit making organizations........................................15

2.1Chapter overview.................................................................................................................................15

2.2 Basics of teamwork..............................................................................................................................15

2.2.1 Developing teamwork......................................................................................................................18

2.2.2 Components of good teamwork.......................................................................................................19

2.3 Strategic management........................................................................................................................21

2.3.1 The five facets of strategic management..........................................................................................22

2.3.2 Strategic planning and Strategic Management.................................................................................24


2.4 Teamwork as a Strategy for management...........................................................................................25

2.4.1 The role of management..................................................................................................................26

2.5 Teamwork and autonomy....................................................................................................................26

2.6 Teamwork and job satisfaction............................................................................................................27

2.7 Teamwork and performance...............................................................................................................28

2.8 Negative consequences of team work on performance......................................................................30

2.9 Chapter summary................................................................................................................................31

Chapter Three............................................................................................................................................33

3.0 Methodology.......................................................................................................................................33

3.1 Approach.............................................................................................................................................33

3.2 Research methods...............................................................................................................................34

3.2.1 Quantitative approach vs. qualitative approach...............................................................................34

3.3 Strategy of research.............................................................................................................................35

3.4 Data collection methods......................................................................................................................36

3.4.1 Population and sample Selection......................................................................................................37

3.4.2 Design of questionnaire....................................................................................................................37

3.5 Data Analysis.......................................................................................................................................38

3.6 Reliability and validity..........................................................................................................................39

Chapter Four..............................................................................................................................................40

4.0 Data Analysis.......................................................................................................................................40

4.1 Questionnaires and interviews............................................................................................................40

4.2 Hypothesis testing...............................................................................................................................42

4.3 Data analysis........................................................................................................................................44

4.3.1 Good employee relations.................................................................................................................44


4.3.2 Teamwork and employee autonomy................................................................................................45

4.3.3 Impact of teamwork on the learning environment...........................................................................46

4.3.4 Teamwork and job satisfaction.........................................................................................................47

4.3.5 Negative consequences of teamwork...............................................................................................49

4.3.6 Teamwork and organizational environment.....................................................................................50

4.3.7 Teamwork and performance............................................................................................................51

4.3.8 Teamwork and strategic management.............................................................................................53

Chapter Five..............................................................................................................................................55

5.0 Conclusion...........................................................................................................................................55

5.1 Overview.............................................................................................................................................55

5.2 Conclusion of the study based on objectives.......................................................................................55

Chapter Six................................................................................................................................................59

6.0 Recommendations...............................................................................................................................59

7.0 References...........................................................................................................................................63


Chapter One

1.0 Introduction

The Abu Dhabi Police (ADP) is amongst the most challenged organizations in UAE. The

police are also one of the most diverse forces where effectiveness, focus, and objective

orientation are essential. Based on this, the Strategic management and Performance improvement

(SM&PI) Department in ADP considers that the employees should have the capability as well as

confidence to deal with critical issues that characterize their work. Most important, performance

is crucial because any sloppiness could have adverse consequences on the community as a whole

(Grant, 2004). The kind of work that police officers do requires them to work together in groups

for them to be successful. Teamwork is so critical that in some cases it determines survival of the

organization.

Teamwork in the organization has great significance for more than one reason.

Organizations that have embraced this concept have reported increased problem solving,

employee autonomy and increased performance in work production stimulating new growth.

When managed well, this group project approach has increased input by improving employee

morale. Teamwork is said to have benefits, which can make a positive impact in the

organization. Changes in today’s business world have made teamwork a reality in organizations,

as knowledge sharing is crucial for success. Employees, managers, as well as executives have to

share information. In addition, because of the complexity of operations as well as proliferation of

knowledge in various fields, it is essential for employees at all levels to have the opportunity

work as teams and learn from each other for them to generate innovative solutions to

organizational, efficiency and operational issues (Margerison & McCann 1995).


Performance has to focus on team performance as it allows corporation more than

competition. The performance of any organization is dependent on employees and how they

work. This is in turn dependents on whether there is an organizational culture that promotes a

high work performance culture particularly within the top and line management through

teamwork. To understand the role of teamwork on employee performance, a case study will be

conducted in which the researcher will assess the impact of teamwork on employee performance

in the SM&PI department of ADP. Semi-structured interviews and unstructured questionnaires

will be used to collect data, which will be analyzed using thematic analysis. The findings will be

validated using multiple perspectives.

1.1 Research objectives

This study is not aimed at asserting the already written and existing literature on the

impact of teamwork on employee performance in strategic management in non-profit-making

organizations. Neither does it intent to set a new way that is right but it investigates the extent to

teamwork affects positively the performance of employees in non-profit making organizations,

especially the Abu Dhabi Police. The goal of the study is to establish the impact of teamwork on

the Employees Performance in Strategic Management and Performance Improvement

Department in Abu Dhabi Police in the UAE. In order to fulfill this goal, the study seeks to fulfill

the following specific objectives of the study.

To assess the components of teamwork that are relevant in non-profit organizations;

To identify the kind of support and guidance that is required by teams from the organization’s

management for effective team performance;

To evaluate team effectiveness in terms of team autonomy, job satisfaction and performance.


To identify the benefits of teamwork as well as problems suffered by teams as far as

performance is concerned within the Strategic management department In ADP.

1.2 Research Questions

The objectives and the goal of the study will be attained is the study answers the following

research questions:

1. What are the components of teamwork that are relevant in non-profit organizations such as ADP

and specifically the strategic management department in the organization? How does it

encourage teamwork as a strategy for employee performance in the strategic department in

ADP?

2. Determine the link between teamwork as a strategic policy of the strategic department in ADP

given the fact that it is a non-profit making organization.

3. Establish the effectiveness of teamwork on employee autonomy, job satisfaction and the

performance of the employees in the strategic department in ADP.

1.3 Study hypothesis

This study is about the impact of teamwork as a strategic management tool in non-profit

making organization on the performance of employees. The study seeks to fulfill the hypothesis

that teamwork as a strategic management tool affects positively the performance of employees in

non-profit making organizations such as the police (Adobor, & Daneshfar, 2006). The vital issues

that this dissertation will consider will be centered on the impact of teamwork as a strategy in

management to be employed by non-profit making organizations in order to improve employee

performance. This will involve the analysis of teamwork as a strategy used in management in

Abu Dhabi Police and its impacts on the performance of employees in the organization.


1.4 Significance of the study

This study is important because it examines the impacts of The Impact of Teamwork on

the Employees Performance in Strategic Management and Performance Improvement

Department in Abu Dhabi Police in the UAE. Many non-profit making organizations usually

operate with or without teamwork. However, the organizations know little of the importance of

teamwork on the performance of employees in non-profit making organizations. As a form of

strategic management, teamwork is an important strategy to use and apply in today’s modern

flexible workforce because it can enable the organization improve the performance of the

employees hence the overall performance of the organization. This study makes it clear as to

why many profitable organizations encourage teamwork and why it is important for non-profit

making organizations to emulate their profit making organization to achieve more.

1.5 Study justification

This study seeks to use a case study as one of its methods in studying the study

phenomena. The case study undertaken by the researcher is the Abu Dhabi Police as a non-profit

making organization. This study is important to the organizations since it enables the

organization understand the importance of teamwork as a strategy for strategic management and

improving the performance of employees in non-profit making organizations such as the ADP.

The research will help the strategic department in ADP to know the basic strategic management

principles regarding teamwork and the employees’ performance.

1.6 Strategic Management & performance improvement Department in

ADP

Abu Dhabi Police was established in January 1957 late H.H. Shaikh Shakhbut Bin Sultan

Al Nahayan , who was the first president of the State of Abu Dhabi and the elder brother of late


H.H. Shaikh Zayed Bin Sultan Al Nahayan, the establisher of the United Arab Emirates. Shaikh

Shakhbut aim was to build a strong dependent government that provides security and peace to

the country. ADP was formulated with very humble techniques (Strategic Plans, 2010). The very

beginning duties were to watch and guard some areas like Ruler’s Palace, markets, banks and the

boats coming from other countries. There were two police officers assigned to each location.

There were at that time around 80 police officers. Coast Guards Unit in ADP was established in

1960 and in 1962, the first batch of Patrols was established. The first Police Music Band was set

in 1963. These are the main steps in the establishment dates of ADP.


1.6.1 ADP Mission and VisionAbu Dhabi Police mission is to work in a

cooperative environment to provide a safe and secured society, contains

no crimes or other types of law breaking. The society we are seeking is

stable and insures to keep the public’s rights. Its vision is to set up a

professional and effective police staff whose main goal is to keep the

community safe and free if crimes and to spread confidence among people.

They are also seeking to build an efficient organization, concerned with

motivating and training. It supports learning and new technologies

(Strategic Plans, 2010). The ADP has policies that are set up on finding

problems in local policing and solving it. In fact, their policies are based on

problem solving strategy, in order to continuously improve performance

and quality service to achieve their main goal, which is insuring safety and

security for community and diminish the crimes. Local policing is

supporting decision-making and resources allocating, whereas

Headquarters departments and sections are sustaining local policing

through dedicated services and consultation. In addition, it emphasizes on

community services through the improvement of their strategies, policies,

and strategy’s standards and supervises the outcomes and performance

progress.1.6.2 The Strategic contextIn order to emphasize cooperation strategy,

Abu Dhabi Police has established a service for reporting accidents and crimes occurrence.

They had published their telephone numbers to make it easier for the people to find it.

People can even report on missing things or people via Internet or newspaper. They have


an advanced web site that enables citizens to interact with the police. Through this step,

they are emphasizing people to cooperate with them and to trust them. Abu Dhabi Police

also includes traffic and vehicle licensing. They are responsible for granting driving

licenses and checking the state of the vehicles and its safety quality. Moreover, they provide

instant help in case of car accidents or car break down, as there are many police patrols all

over the city streets. A person can perform lot of services online, like registering new

vehicle, apply for a new driving license or a replacement for a lost one, renewing the

licenses, inquire about the fines or any other information, and pay the fines. Furthermore,

they made special section for recruitment and applying for jobs. ADP has supplied toll free

numbers for reporting or providing suggestions, in addition to the Call Back Service. They

are well known to the Follow up System used. 1.6.3 Security AwarenessAfter

implementing new strategies and the amazing changes applied to the ADP management,

the new approach focuses on involving the community with their processes. This style will

develop security awareness among the people and therefore will encourage them to

participate with the police to fight crimes and preventing them. With the assistance of the

local community, the police’s duties become easier to perform since this cooperation aids

them in dealing with the community and understand their needs and problems (Strategic

Plans, 2010). Therefore, the police will be more capable of facing crimes and validating

secured community. Continuous communication between ADP and his or her local

community supports security awareness among the society and calls the attention that

security is every person’s responsibility.1.6.4 Innovation StrategiesADP has realized

that in order to apply a good change strategy, the computer, and technology systems should

be improved. Applying new techniques to the Police departments is essential to help in


investigation services and problem solving. That is why they asked the aid of other

developed police systems worldwide, like the British systems. ADP has installed advanced

databases to keep their data organized and well managed to keep track of the data and the

ease of getting them. Through researches, it has been found that a very famous innovation

in police management field was the Compstat system, which is the computer comparison

statistics that was applied in the New York City in the 1990s by former Commissioner

William Bratton. Compstat is an interesting model of applying new techniques to the police

systems. In order to realize its innovation strategies, the ADP receives technical tools and

systems like uniform Criminal Information System, The Eye Scan System, The closed

televised surveillance system, The Patrol Mechanical Information System and Mechanical

Alarm System. Despite the employment of these important strategies, there is dire need for

cooperation among the many employees of the organizations for effectiveness of the

organization in achieving its set objectives. Therefore, the one important strategy missing is

the management strategy to promote teamwork and cooperation among employees. 1.7

Thesis structureChapter 1 introduction; this chapter introduces the research by giving

the objectives of the study after establishing the background of the Strategic Management

& performance improvement Department in ADP. Chapter 2 Literature review; this

chapter reviews the past literature concerning the teamwork, strategic management, and

employee performance in non-profit making organizations. Both theoretical and empirical

literature will be reviewed with findings on the study topic being provided. Chapter 3

Research methodology; this chapter outlines the various methodologies that the study

employs in collecting data and the analysis of the collected data. The study design,

methodology, qualitative and sampling techniques are highlighted in addition to the


validity, reliability, and limitations of the study. Chapter 4 this chapter analyzes the data

collected on the impact of teamwork as a strategy employed in strategic management on

the performance of employees in non-profit making organizations. The responses to the

questionnaire and interview questions are analyzed and discussed in this chapter. In

addition, the findings regarding the performance of the employees in relation to teamwork

are discussed. Chapter 5 Conclusion; this is the last chapter of the study that concludes the

research by making conclusions regarding the fulfillment of specific objectives of the study

based on the findings of the study. Chapter Six recommendations; the recommendations

based on the findings of the research are related to strategies on how to improve the

performance of employees basing on the application of teamwork to ADP. Moreover,

recommendations on further research are provided and conclusion given basing on the

findings of the study.1.8 DefinitionsTeamwork: according to Jenner, Foote and Zhao

(2010), several people have defined teamwork differently. However, though the views

slightly differ, the organization of work using teamwork can be defined as a wide range of

possibilities such as quality work, cross-functional teams, self-managing teams, or virtual

teams. Many employers usually provide autonomy together with teamwork. A distinctive

feature of teamwork is the successive work actions to assemble different parts of the

product. In places where the aim is to improve the process of production, teamwork is

more of complexity, increase in communication and integrative work. However, for the

purposes of this study, a team will be used to mean Group(s) of employees who have at

least some collective tasks and where the team members are authorized to regulate

mutually the execution of these collective tasks’ (Critchley, Edwards & Fallon, 2007).Non-

profit organizations: Strategic management: according to Stevens and Campion (1994),


strategic management refers to the process by which the decision making organ of an

organization envision the future of the organization and they develop the necessary

procedures and operations to achieve that anticipated future. Chapter Two2.0

Teamwork and employee performance in nonprofit making

organizations2.1Chapter overviewBoth profit and non-profit making organizations

are finding teamwork very important in their operations and especially in employee

performance and the overall performance of the organizations. Many organizations that

have established the culture of teamwork do operate with high quality, speed and are more

economical in their operations. According to Aichouni (2005), man is unable to live on his

efforts alone and he therefore requires the help of a fellow man. Consequently, teamwork

in many organizations is as important as the mutual interactions of man. A secure and

friendly work environment is not a condition within itself for forming progressive

teamwork. Politeness and respect are the first conditions for successful advancement of the

team. However, they do not characterize teamwork (Romig, 1996). The important values of

teamwork are communication, conflict resolution, and cooperation among employees. 2.2

Basics of teamworkMargerison and McCann (1995) define a team as a group of people

carrying out work collectively. Success in the work done is achieved if a good team is

chosen. In course of executing duty, the individual members of a group that forms a team

should have a common goal towards success. The qualities of a good team are capable,

intelligent, communicative individual with a clear understanding of the problem at hand

would like to cooperate in order to solve the problem as a team. The team should achieve

the intended goal as a team and not as individual members of the team. According to Levy

(2005), this is the right path to success. There is a connection between teamwork and


looking for ideas such as problems and conflict solving ideas. These factors are

interconnected and dependent on each other and therefore cannot be separated. In this

regard, communication and cooperation are common and present everywhere. These can

be depicted in figure 1 below. Ideas in the teamwork: every member in the team is

important. Ideas in the teamwork involve the collection of ideas from the team members in

order to achieve the group goal. Ideas can be collected in the team through brainstorming

sessions where participants state their ideas as they are noted down. Teamwork and

conflict resolution: teamwork is an effective means of solving conflicts in an organization.

The conflict or problem at hand can be subjected to the views of the participants whose

solutions to the problem differ. Conflicts are many and may arise from the steps towards

achieving of the given a group goal or the members in the team can disagree on the goal

itself. According to Russell (2005), there is no necessity of the team to solve the problems to

be performed by a group of individuals. However, the synchronization of individuals,

mutual adaptation and co-operation are necessary for solving problems. In addition, the

main goal of teamwork is to solve problems. The diversity of the group members means

that there are many different opinions concerning the solutions to the problems as the

individuals. In order to arrive at the best solution, the team settles of the optimal solution

to the problem at hand (Mohrman et al., 1995). According to Leedy and Ormrod (2005),

conflicts regarding the given solution to the problem are important because it enable the

team to come up with a better solution. A never-ending circle in the diagram means that

whenever the group is trying to solve the problem, other problems come up.


Source: Rupar, B &

Rupar, M (n.d), Importance of teamwork for non-profit organizationsFor an optimal solution to be

reached, the group should let go the conflicts and arrive at optimal solution to the problem.

Solving problems: this involves ideas that can solve a problem. The solution on the problem

is obtained from the ideas obtained from the participants. For the success of teamwork,

mutual-cooperation and communication among team members is very important. For


participants to adjust, they need to communicate and cooperate. Dey (1993), argues that

without communication and mutual cooperation, teamwork is unsuccessful. The

communication used in teamwork can be either verbal or non-verbal. Through teamwork,

the management of an organization can establish the goals of the organization regarding

specific aspects with the help of teamwork. Stevens and Campion (1994) adds that effective

teamwork can be achieved through motivation of the participants. Successful teamwork

leads to quality work and better organizational operations with increased success at all

levels of the organization (Linden, 2002). 2.2.1 Developing teamworkMany

organizations have adopted teamwork in their operations making it to be very valuable.

According to Critchley, Edwards and Fallon (2007), teamwork is used in both profit as well

as non-profit organizations. The failure of some companies to employed teamwork in their

daily operations can be attributed to fear and mistrust of employees during the

implementation of new methods of work in the organization. Teamwork is developed

through five phases as indicated below. Team development

Source: Rupar &

Rupar, (n.d) Importance of teamwork for non-profit organizationsThe first phase involves

the formation of a group through the introduction f new members. The new members get

to know each other about the problem at hand that united them. According to Boaden and


Leaviss (2000), many ideas are put forth in this phase, in which based on adapting in the

following phase must be adjusted. Consensus and the voice of the majority must be

adhered to in the third phase. The participants must realize the common goal and therefore

the idea for their membership. The third phase is the most demanding and the most

important. As the realization phase approaches, the participants realize that they need to

arrive at an optimal solution to the problem. King (2004) notes that the participants must

be careful while negotiating the optimal solution so that they do not lose the support of

other members because they will be of importance in the last phase of assuming

responsibilities. According to Flick, et al. (2004), the working team should be maintained as

a team for success and attainment of the necessary goals. Therefore, successful

development of a team means a continuous process. According to Creswell (2007),

teamwork is essential to the success of any organization. Productive teamwork can energize

the entire strategic department in ADP while the negative effects of teamwork can cripple

the department hence entire organization. An organization can succeed if it knows how to

select the right team that can work effectively well through cooperation and teamwork.

Michalisin, Karau, and Tangpong (2004) adds that knowing how to select the right

members of a team is important because no matter how hard a group might work together,

without the right people on the job, the team will fail. Teamwork is important for every

member of the team including the team leaders and individual members. 2.2.2

Components of good teamwork for organizational culture2.2.2.1 Positive

corporate cultureEvery organization that looks forward to recruiting long-term

effective team members should have a positive corporate culture that is open and

invigorating. The members of a team can thrive well in an environment of creative work


and challenges. According to Bowers,Baker and Salas (1994), destructive organizational

climate that is characterized by high turnover, distrust, negative attitudes, and negative

attitudes usually lead to high employee turnover in such organizations or they make their

employees products of destructive organizational culture. Despite being the responsibility

of every group member in the organization, the positive corporate culture should come

from top management of the department down to the small groups of individuals in the

organization. It is the responsibility of the management to apply teamwork as part of the

strategic management in the organization. According to Creswell (2007), a management

can foster good corporate culture in several ways such as ensuring that the team has clear

expectations, provisions of authority to team members on execution of decisions as

required and supporting and backing up the decisions made by the team members. 2.2.2.2

RecognitionThis is an important part of the success of a team. The team members

usually search for recognition. Delarue and De Prins (2004) argue that the department of

strategic management should positively recognize the members of the various teams in the

department. Positive recognition entails recognizing outstanding performance, continued

performance, and improved performance. 2.2.2.3 Positive feedbackThe results of a

team are measured against the feedback received. Therefore, without feedback, the team is

unable to measure the results of its efforts. With no feedback, confusion will characterize

the activities of a team and make them miss their expectations as they produce so many

disappointments. The growth of a team depends on the frequency of feedback concerning

the performance of the team. According to Moreland, Levine, and Wingert, (1996),

feedback should be provided on a regular basis. In addition to the above, there is also the

provision of opportunities for employees. 2.3 Strategic managementStrategic


management was first used in the 1970s to mean the strategic planners or strategic

programs of an organization. However, as time passed on, the business environment

changed forcing the strategic management also to change. In the 1990s, the strategic plan

and strategic management of an organization were much different from before. Strategic

management is the process by which an organization through its management drafts,

implements and evaluates cross-functional decisions that enable the organization to achieve

its long-term objectives. It entails the process of specifying the mission, its vision,

objectives, and the development of the various strategies to achieve the objectives of the

organization. In addition to that, policies and plans to achieve that are designed to achieve

the specified firm objectives (Thompson, & Thompson, 2009). Also included in the strategic

management process are the implementation process and the evaluation of the success of

the strategies used. The evaluation on the performance of the organization usually involves

the use of tools like a balanced scored card and benchmarking. In this case, the evaluation

process analyzes the financial records of the strategic department and the strategies used.

After successful evaluation, the department will know whether to change its strategies,

mission, and objectives or not (Thompson, & Thompson, 2009).According to Levi (2007),

strategic planning is a prelude of strategic management and it follows that for strategic

planning to be effective, it must be followed by deployment and implementation of the plan

and the evaluation of the action plan. Strategic management is a system’s approach to

identifying and making the necessary changes while measuring the performance of an

organization towards the attainment of the desired goal. Strategic management goes

beyond the development of the strategic plan. It involves the deployment and the

implementation of the strategic plan of an organization (Jenner, Foote & Zhao, 2010).


Deployment means the completion of the strategic plan and making it known to every

member of the organization. The implementation of the strategic plan involves the

resourcing the plan and putting it to action as well as managing the actions. The

monitoring and evaluation of the plan involves tracking down the implementation of the

plan and assessing how well the department is changing due to the implemented plan and

using the information obtained to update the plan while avoiding deviations from the

normal (Russell & Ryan, 2009). 2.3.1 The five facets of strategic

managementStrategic management is comprised of five facets that include goal setting,

analysis, strategy implementation, and strategy monitoring. These facets are the basic

elements of the strategic management and when they are applied, they distinguish strategic

management from less comprehensive approaches such as operational management or long

term planning. Source: Scribner, S 2010,

Introduction to strategic managementGoal setting: this element of strategic management enables

the department to articulate its vision. Through its execution, the department can identify

what needs to be accomplished, define the objectives of the department in the short term

and in the long term, and relate the objectives to what is to be done in the strategic

department. It this section the department also provides its mission statement summarizing


its purpose and goals. Analysis: this guides the department to collect and consider

information it fully understands. The analysis part can enable the ADP to assess its

external environment and internal environment and identify its weaknesses, strengths,

opportunities and threats that the department faces as it tries to meet its goals. Through

such an analysis, the department can opt to capitalize on its strengths and available

opportunities in the environment to meet its goals and objectives. Strategy formation:

according to Ruiz and Bianey (2004), the department can determine and develop a strategy

by reflecting and prioritizing options. After its development, the department needs to make

the right decisions and review the analysis as it reviews also the issues to be addressed while

prioritizing them in terms of urgency and magnitude. The results obtained should help the

department to design an alternative strategy while addressing key strategy issues. Strategy

implementation: for the implementation of the strategy, there is need of the department to

assemble the required resources and apply them in the implementation process. The plan

that is carefully chosen should be put into practice. Moreover, the necessary commitment

should also be used as the strategic department taps into excess capacity or build new

capacity and seek to achieve better and higher results as per the goals (Valle & Witt, 2001).

Strategy monitoring: this allows the strategic department to check the progress made

towards attaining the goals set while assessing whether any changes in the environment

necessitate alterations to the strategy. Plans and actions should be modified to adjust the

strategy to the impacts of the changes in the environment. When monitoring is effective, the

strategic department is able to react and anticipate. According to Pfaff and Huddeleston

(2003), monitoring provides feedback to management for the analysis, strategy design, and

implementation they conducted. 2.3.2 Strategic planning and Strategic


ManagementAccording to Crosby (1991), strategic planning and strategic management

are a set of tools used by the management. They constitute a mindset of, an approach to

look at the internal and external changes in an organization that can help the strategic

department to achieve its goals and objectives. The use of planning and management tools

strategically involves thinking essentially, mental framework and analytic tools. Strategic

management requires the management have strategic mentality for success. Crosby (1991)

adds that strategic mentality has four main elements that include: Strategic approach is

future oriented. It considers environmental change. The use of this approach enables

managers to focus on a specific period in future, thus have going concern. The strategic

focus has also an external emphasis. According to Cruz et al. (2009), there are several

components found in the external environment that strategic approach takes into account

such a politics, technology, economics and social aspects. Strategic thinking by

management considers that these components are important while making business

decisions. Politics for example determines the policies to be implemented, economics the

organization’s level; of resources to be employed in projects while social factors can

determine the benefactors of the products of the organization. Managers consider these

external factors while making strategies to meet long term and short-term goals of the

strategic department (Leedy & Ormrod, 2005). Strategic approach also concentrates on

assuring good fit between the environment and the strategic department while attempting

to anticipate the required and assure continued fit. Lastly, the strategic approach is a

continuous process that recognizes the need to be open to the changing goals of the

department based on the changing factors in the business environment. The process

requires monitoring and frequent reviews for feedback on progress. 2.4 Teamwork as a


Strategy for managementStrategic management focuses on the both short term and

long-term objectives of an organization. Following the future forecast of the position of an

organization, the management can formulate goals for the organization. The goals and

objectives set will also lead to formulation of specific strategies to achieve the objectives.

The management formulates the strategies while the employees implements the strategies

formulated by the organization. According to Rufus (1998), the employees also monitor

and evaluate the strategies while making the necessary adjustments in case of a change in

the working environment. According to Saunders, Lewis and Thornhill (2007), the

effectiveness of the strategies of the strategic department depends on the employees of the

organization. The success of the strategies formulated of the organization will depend on

the teamwork exhibited by the employees while executing the various tasks related to the

objectives of the strategic management department in ADP. Boaden and Leaviss (2000)

notes that the employees working as a team would lead to the success of the organization.

Teamwork will give employees morale and motivation to work and achieves the given

strategies. Moreover, Bowers, Baker and Salas (1994) Adds that through teamwork, the

employees’ conflicts accompanying the workplace and the issues standing in the way of

objective achievement can be effectively solved without difficulties. As Stevens and

Campion (1994) argue, the labor force today is divers and flexible. The diversity and

flexibility of the employees is exploited by big organizations. The employees are involved in

decision-making discussions with the management. This is usually made possible through

brainstorming sessions where the employees discuss the issues facing them and the

organization, hence coming out with perfect solutions to problems and issues. This is only

possible with teamwork. Bacon and Blyton (2006) argue that the success of teamwork in an


organization also depends on the organizational culture created by the management. The

organizational culture of interpersonal communication and training encourages sharing

amongst employees. Such a culture encourages teamwork as compared to conservative

cultures where employees are not encouraged to share their experiences and skills. Jenner,

Foote and Zhao (2010), warn that for the department to succeed, it must also take

teamwork important strategies that can enable it achieve its formulated strategies. When

teamwork is taken as a strategy in itself, the strategic department is able to set up

mechanisms of cultivating teamwork. It can also set aside resources for training on

important teamwork skills. 2.4.1 The role of managementThe senior leaders of the

strategic department are charged with strategic management of improving teamwork in

the organization. Strategic management should be continuous in the strategic department

and not only for a period in time. Moreover, the organization’s management should always

think strategically as they constantly change the culture of the organization. The leaders of

the strategic department are to facilitate, coach and be consensus builders as well as

consultants regarding the strategic planning and strategic management. Transformational

leadership, which is described by Jennings (2002, p. 79). as the superior leadership

performance that occurs “when leaders broaden and elevate the interests of their

employees, when they generate awareness and acceptance of the purposes and mission of

the group, and when they stir their employees to look beyond their own self interest for the

good of the group.”2.5 Teamwork and autonomyThere is a relationship between

teamwork and autonomy of employees in non-governmental organizations. According to

Ketchum & Trist (1992), teamwork increases the level of autonomy of employees in making

decisions about their work. Team autonomy is understood as the possibility of the group to


participate in the decision-making process in relation to tasks, working methods,

organization of working time and assessing the quality of their own work. Various types of

teamwork generally differentiate according to the autonomy of individual members within

the team and the autonomy of the team as a whole, including its participation in the

decision-making process within the strategic management department in ADP. Working in

a team is closely associated with an environment typified by the possibility to learn new

things and perform complex tasks. Team workers are more likely to learn new things in

their work than those not working in teams are.2.6 Teamwork and job

satisfactionTeamwork involves the involvement of workers working in a team and as a

group. Working as a team has its own challenges and benefits. Employees experience all

these. However, Kaye and Jordan-Evans (1999) note that there is a relationship between

teamwork and job satisfaction. If teams work well, have a common goal, are autonomous in

their decision-making, and have responsibility and support, teamwork becomes a valuable

experience for the workers involved. ‘Working in a team empowers people and helps them

develop autonomy, which is a source of profound job satisfaction and reduces stress.’

(Hayes, 2005, p. 172). Therefore, Working in a team contributes to job satisfaction.

According to this model, two classes of factors influence job satisfaction. The first class of

factors leading to job satisfaction corresponds to the employee’s need to further his or her

qualifications and career and, by extension, to develop his or her personality. The second

category of factors that influence job satisfaction form the basis on which the first factors

are formed and compromises working conditions in a broad sense while encompassing the

wages of employees, the management styles employed and the organization. The initial

class of factors is often denoted as motivators or satisfactory while the second class of


factors is the dissatisfactory. Thus, they are often referred to as the factors serving to

prevent dissatisfaction, but with little influence on positive attitudes to work. Satisfaction is

important for team and employee performance. If teamwork increases employee’s job

satisfaction, then the productivity of the employee will improve (Ketchum & Trist,

1992).2.7 Teamwork and performanceTeamwork is important in every person’s daily

lives, though of particular importance if the relevance of the teamwork to businesses and

organizations. Many activities of any organization are becoming complex daily due to

advanced technology and it therefore calls for teamwork. Not all work employee teams

produce good results (Rufus, 1998). Teamwork helps employees to overcome the many

obstacles of coordination, role ambiguity, personal conflicts, and free riders among many

other problems in an organization. According to Pfaff and Huddleston (2003), there is need

for teamwork in all types of organizations including non-profit making organizations. Non-

profit making organizations should form groups for teamwork. The teams should be taught

how to improve their performance through improved skills. In addition, through

teamwork, employees obtain the necessary skills for better individual performance. Chen

et al., 2004; Ellis et al., 2005; Stevens and Campion, (1994) argue that the skills of a team

do not have to be innate. It is possible for team participants to learn the knowledge, skills

and abilities necessary for working adequately in a team (Fröbel & Marchington, 2005).

There are enough reasons for adoption of teamwork in non-profit making organizations

especially regarding performance. According to Cohen and Manion (1999), organizations

that have embraced teamwork have recorded increased performance in productivity at

work, issues, and problem solving at work and stimulation of new growth in the

organization. Group work can increased the morale of employees in the strategic


department and make work even harder while affecting the output of the organization

positively. Thompson and Thompson (2009) notes that many companies use the self-

directed format of teamwork to perform better. In this format, the group leader is either

assigned by the management or elected by the members. The leader must be effective for

performance and completion of the project at hand. The success of a team will also depend

o the abilities that the individual members have in relation to working in a team. The

important skills and abilities for successful group work are ability to a team player and

posses the skills and knowledge necessary to complete the assigns tasks. The completion of

a task earlier should enable individual members of a team help other teams finish. This

calls for a team spirit in the entire workforce of an organization. Where these attributes

lack, teamwork flounders and the management must now engage training for the

employees to gain the necessary skills and abilities. Despite these few issues, teamwork

works perfectly for all types of organizations. Despite the importance of teamwork in

relation to performance, Crosby (1991) admits that it is not easy to teach individuals on

how to work in a team. This is because teaching individuals to work in a team goes beyond

the limits of any traditionally based training as it involves the training of only the skills that

can facilitate teamwork and the internal working of individuals. Teaching teamwork to

individuals therefore involves innovative didactic techniques similar to techniques of

experimental learning. For delivery of the required results in relation to performance of a

team, there is need to specific skills necessary for working in a team (Axelrod, 1997).

Where such skills are deficient, the employees should be trained on how they can perform

better as a team and therefore enable the department meet its set strategic objectives. In

particular, Bacon and Blyton (2006) propose the teaching of the self-management team and


the interpersonal team skills. These important skills enhance communication and

interpersonal relationship in teams while enhancing teamwork and performance. The self-

management team skills enable a team to manage its own activities and resources while

working within the limits of the organization’s duties (Letts, Ryan & Grossman, 1999). 2.8

Negative consequences of teamwork on performanceDespite all the positive

importance of teamwork, there are possible negative impacts that can affect the team,

employees, their performance, and the overall performance of the organization. This can

include the possibility of an increased pace of work and the resulting higher workload and

greater risk of health problems. However, the effects lie in the higher demand for

performance and corresponding extended responsibilities and autonomy in work teams.

The high demand of work with no scope of control for teams and decision making on how

the high demand can be met can lead to employees experiencing high levels of stress and

work pressure. The experts are divided into two groups with the first group advocating for

teamwork for positive impacts in organizations on employees such as reducing the rate of

work injuries, fewer absences from work and increased work productivity.The other group

advises against the use of teamwork in organizations arguing that teamwork may have

detrimental effects on workers by increasing work-related health problems and the risk of

occupational hazards’ (Askenazy, 2001; Brenner, Fairris and Ruser, 2004). The pace of

work in the department can be increased though job rotation and greater responsibility of

employees for quality of the services offered. The rotation of employees o their jobs and

rapid organizational changes that are facilitated by production processes that are flexible

can reduce the chances of workers to improve their safety through work routines and

learning on the job. According to Kaye and Jordan-Evans (1999), the introduction of new


forms of work organization, including teamwork, led to an increased workload and an

increase in time pressure caused by a staff shortage and technical problems. The study

further note that the introduction of teamwork in organizations is followed by intensified

work. The high intensity of work can cause problems to the strategic department if the

enlarged job is not accompanied by a great possibility for control over one’s work.

According to Ketchum and Trist (1992), there is a conflict between the practices in

organizations that lead to high performance of employees and work life balance policies.

Working as a team in groups plays a larger role in high work demands. People who work

in teams think about their work in their free time often than those not working in groups.

Therefore, teamwork is not very good for employees’ social life. Basing on these findings, it

is important that the strategic department analyses the effects of teamwork both to the

strategic department and to the individual employees before adopting teamwork as a

strategy for achieving organizational goals. 2.9 Chapter summaryTeamwork is

important in every sector in an organization. Teamwork can enable all types of

organizations (both profit and non-profit making) to increase their performance. Through

teamwork, employees of non-profit making organizations and the strategic management

department can gain morale to work hard and better yielding better performance for the

team, the department and the organization. Teamwork can be adopted as a strategy in

non-profit making organization to increase the performance of the individual employees

and the organization. Effective teamwork should be cultivated in such strategic department

through better organizational culture that encourages cooperation and participation. In

non-profit organizations without teamwork, employees can be trained to obtain the

necessary interpersonal skills for teamwork. It is important that all organizations


encourage teamwork because employees cannot work alone in the environment that is full

of obstacles and issues. The next chapter will discuss the methodology undertaken by this

study. Chapter Three3.0 Methodology3.1 ApproachThis research will take a

deductive approach that will entail the researcher working from a known hypothesis that

teamwork affects positively the employee performance in the strategic management

department in ADP. Thus, the study takes a top down approach as compared to the

inductive approach that takes an up down strategy. This is illustrated by the figure

below.Fig 3.1To realize the use deductive approach, quantitative tools of collective and

analyzing data like questionnaires and interviews were used. Quantitative tools were

preferred as compared to qualitative tools because they enable the researcher to come up

with facts like a hypothesis that teamwork can improve the performance of employees in

the strategic department of ADP and thereafter testing and confirming the hypothesis. This

is unlike qualitative tools that first come up with an abstract idea that is followed by

creation of theories and concepts about the idea. Lastly, data in quantitative research is

hard and reliable as compared with qualitative research where data that is just rich and

deep (Quinn, 2002). In addition to the above, this study takes a positivism kind of

philosophy towards the impact of teamwork o employee performance in strategic

management department in ADP. A positivism approach will make us understand more

the impact of teamwork on not only employees but also overall organization. 3.2

Research methods3.2.1 Quantitative approach vs. qualitative

approachThere are two ways to approach any study, either, qualitative or quantitative.

However, a study can combine the two approaches by employing both qualitative and

quantitative methods. The distinction between these two methods arises in how data is


collected, treated, and analyzed. A study that is quantitative usually makes an emphasis on

transforming the data quantities and the models of statistics for purposes of measuring and

analyzing data. The research topics in which researchers use this method have clear idea of

what they look or search for and tools like questionnaires are used to collect data.

Quantitative approach has its focus on the preciseness of data that is seen in terms of

measuring data. Quantitative approach to a research involves using statistical data

analyses to obtain information about the study simply because the approach is based on

measuring the quantity or amount.On the contrary, a qualitative approach to research

makes the researcher to switch his focus to gaining a better understanding of the problem

of the research by giving detailed information about the main theme of the study topic. The

major goal of a qualitative study is to have a complete and detailed description of the study

phenomenon by applying reasoning. Qualitative research involves the use of interviews and

observations to collect data and there are no formal measurements involved. Qualitative

approach makes the researcher understand the phenomenon under study and be in a

position to describe the whole situation as it is. The approach consists of descriptions,

quotes, observations, and excerpts from books and other documents (Quinn, p. 2002, p.

308). This study would like the researcher and the reader to gain a better understanding

the adoption of teamwork as a management strategy in the strategic department of ADP.

The study will provide a detailed explanation of teamwork, its use, and application in the

strategic department of ADP. In order to measure the impacts and importance of

teamwork on employee performance and the performance of non-profit making

organizations, a quantitative approach to research will applied by the study. This will

involve gathering information about teamwork and the performance of individual


employees in the strategic management department, the performance of the department

and the performance of the whole ADP organization. This approach allows the researcher

to use statistical data to analyze the impact of Teamwork on employee performance in the

strategic department in ADP. 3.3 Strategy of researchThis study would get to the

deeper understanding and knowledge of the impacts of teamwork on employee

performance in the strategic management department of ADP. The study also involves

investigating the teamwork as a strategy for human resource management in non-profit

making organizations. A case study is a strategy for the research that involves the

researcher collecting and making an analysis of data from a given case. In this study, the

researcher will use the strategic management department in ADP as the case study for

teamwork and employee performance. A case study is relevant as well as useful to the study

in all situations that will give rise to different but relevant interpretations to the topic of

study. This study only analyzes one mom-profit making strategic department (ADP) as a

case for study although there can be many cases. According to Yin (2003, p. 78), a case is a

study that is empirical in nature and seeks to investigate the unclear phenomenon. This

study will employ an embedded single case study that gives an attention to a single case

study for analysis. There could be more chances of comparing several cases but due to time

constraints, the researcher will study the impact of teamwork on employee performance in

strategic management strategy in ADP (Jankowicz, 2005, p. 234). A survey is another

design that the research uses. A survey is good for this study because it can be administered

from any location and large sample are feasible with many questions being asked about the

impact of teamwork on employee performance in Strategic department in ADP. In addition

to that, the use of surveys makes the researcher employ standard questions that result in


uniform definitions and responses from the respondents. 3.4 Data collection

methodsIt is important for the researcher to choose relevant data collection methods for

the study because they will help him in successful completion of the study. The method that

is selected by the researcher will determine how data is collected in the course of research.

The various methods of collecting data will vary depending on the approach that the study

is using. This study will employ interviews and questionnaires to collects data (Miles &

Hurberman, 1994). There are also primary and secondary methods of collecting data.

Primary are the methods that collect data for the first time while secondary methods are

those where the researcher uses data collected by other people. According to Quinn (2002,

p. 10), secondary data collection methods refer to the ability of the researcher to carry out

an analysis of the data that has already been prepared by other researchers. This research

will use both primary and secondary methods to collect data for the study. The primary

sources of data will come from the questionnaires and interviews conducted by the

researcher. The secondary sources will include review of both published and unpublished

literature that is related to the suitability of teamwork for employee performance in non-

profit making organizations. Primary sources will include the review of the findings from

the interviews and responses from respondents who are from the department of strategic

management department in ADP (Jain, 2006, p. 376). 3.4.1 Population and sample

SelectionThe population of the study will comprise of the various people in charge of

strategic management department in ADP. It is important that all members of the study

population be studied to ascertain the findings of the study. However, due to constraints

experienced by the researcher during the study, only 30% of the study population will be

studied. Mcneill, and Chapman, (2005, p. 226) argues that the process of sampling involves


selecting elements from the study population so that by carrying a study of the sample and

having an understanding of the properties of the characteristics of the subjects of the

sample, it will be possible to generalize the properties to specific elements in the population.

Sampling techniques that can be used in any research are many and the researcher can

choose depending on the goals and objectives of the study. The use of these sampling

techniques allows a researcher to choose the sample population from a subset of a large

population rather than the whole population reducing the cost of the study. Concerning

this study, Stratified random sampling was chosen because it is a probability method that

gives every member of the population equal chance of being selected as a sample. 3.4.2

Design of questionnaireThe questions that are commonly used in surveys and

questionnaires are usually open ended, closed-ended questions and likert scales. Open

ended questions do not always give answers that a respondent can choose from but allow

participants to answer freely. On the other hand, closed ended questions provide answers

for the respondent to choose from. Likert scale questions requests respondents to respond

to the question along a given continuum from the given responses. The questionnaire and

questions for interviews that were used in this study, contained question that had the above

three structures. The development of the questionnaire considered questions that will give

rise to information that is relevant to the importance of teamwork on employee

performance in non-profit making organizations. 3.5 Data Analysis Responses to

the interviews and questionnaires will be analyzed using thematic analysis. This tool is

considered to be highly inductive, as themes are not imposed on data by the researcher but

rather emerge from the data itself. In this method, data from different people is compared

and contrasted, similarities and differences identified in a process that continues until the


researcher is satisfied that no more new issues or themes are arising (Flick, et al. 2004).

Thematic analysis was chosen because it allows rich, in-depth, and detailed meaning to be

derived from the collected data. It involves coding of data according to the emerging

themes (Miles & Huberman, 1994). Thematic analysis analyses the descriptions line by line,

allowing rich in-depth data to be derived from the responses (Russell & Gery, 2009). This

tool categorizes the findings and conclusions from various sources according to the

emerging themes, making it possible to identify similarities in the meanings and

explanations from the various respondents. The researcher is also able to highlight the

main issues emerging from the responses. Line by line analysis allows the researcher to

highlight matching patterns in the text from the different responses allowing quantification

of data (Salkind, 2008).3.6 Reliability and validityThe performance of any research

tool is usually measured in terms of reliability, validity and sensitivity as well as specificity.

These concepts will also be applied in this study by the researcher to ascertain the

reliability of the study. According to Clarke, reliability is the ability by which a study is

able to produce results that are consistent and stable over a given period of time and given

similar circumstances (Clarke, 1998). Various types of validities exist that include internal

validity and external validity. Internal validity relates to the correlation between items

when measured on a scale. Whenever a study provides the same results after the

application of two different measures, the outcome is said to be equivalent.Validity is the

extent to which a given instrument is designed to measure. The validity of a study can vary

in different samples used. In one situation, a study can be valid while in other scenarios, it

may not. The validity of a study is measured by what the study claims to and the

availability of logical errors in the conclusions drawn from the study. According to Crotty


(2003), internal validity is the extent to which it is possible to make independent reference

from the findings of a study especially if the independent variable influences the dependent

variable. On the other hand, external validity is the general application of the findings of a

study to other settings.The measurement of the theoretical construct of a study is measured

using construct validity while convergent validity makes comparison between the scores

that are obtained from different instruments that are used in the study. Unlike convergent

validity, divergent validity compares the instruments used in the study that measure

concepts that are opposite. Given the above validity and reliability, the study is valid ad

reliable for use by any person or strategic department (Clarke, 1998)Chapter Four4.0

Data Analysis4.1 Questionnaires and interviewsThis part analyzes the responses

from the questions that were used in the questionnaires and interviews. These two methods

were used by the researcher to gather data about the suitability of teamwork as a strategic

human resource management tool that can be employed in the strategic human resource

management department in ADP. These were used to improve employee performance and

the performance of the strategic management department as a nonprofit making

organization. To achieve the objectives of the study, the reliability, and validity of data

collected was measured. The strategic management department in ADP has six sections

with a total population of about 5oo employees. Four managers at the top position of the

strategic management department lead the employees in the department. By use of

stratified sampling, the researcher selected thirty percent of the employees in the

department including the four managers leading the department. The four managers are

influential in the strategic management department and are mostly involved in decision

making in the strategic department in ADP (Dimmock, 1998). However, a lot of care was


taken to ensure that there was proper representation to avoid bias. The researcher

interviewed the four managers and ten more employees while the rest of the respondents

were sent questionnaires to fill through the research assistants in the field. The researcher

did the distribution of the questionnaires to his representatives on the ground to ensure

that the research is completed in time (Heart, et al., 2001). Therefore, only 14 interviews

were conducted with the rest of the 136 respondents filling the questionnaires and

returning them to the respondent. Out of the 136 questionnaires that were distributed to

the respondents, only 118 were returned to the researcher. When added to the 14

interviews conducted by the researcher, it sums up to 132 responses, which represent 88%.

The questionnaires that were used had both open-ended questions and likert scale

questions. All questions were analyzed except those questions that were poorly or wrongly

answered. All responses from all types of questions will be analyzed beginning with

responses from likert scale questions. The eight likert-scale questions were rated using a

likert scale of 1-5. The analysis that was done was based on the objectives of

the study.

# Question SA A Ave D SD Total

5 4 3 2 1

Q1 How would you rate the level of

your organization’s teamwork?

43 28 23 27 15

136

Q2 Do you cooperate with or do your

colleagues cooperate with you

while on duty? To what extent?

52 18 22 20 25

136


Q3 In order to encourage teamwork

and cooperation, there is need for

communication. How do you rate

the level of communication within

ADP? Are you able to directly

communicate to your boss in case

of difficulty or any other issue in

the organization?

27 37 36 19 17

136

Q4 How would you rate the degree of

resource commitment in relation

to the development and

encouragement of teamwork in

ADP?

24 18 19 33 42

136

Q5 What was the role of formulating

teamwork strategy and methods of

Strategic management in relation

to employee performance?

45 37 23 15 16

136

Q6 Please rate the importance of

teamwork on employee

performance

41 48 20 16 11

136


Q7 On a scale of 1 to 5 where 1

represents ‘extremely satisfied’

and 4 represents ‘extremely

dissatisfied’ How would you rate

your level of overall satisfaction

with teamwork and cooperation

within ADP?

20 23 46 27 20

136

Q8 How likely are you to recommend

teamwork strategy as a strategic

management strategy to a friendly

non-profit making organization in

another industry? Do you think

the chances are?

41 48 20 15 12

136


4.2 Hypothesis testingThis research was conducted on the basis that the adoption of

teamwork in the strategic management department of ADP will affect positively the

performance of the employees in the department and the ADP as a nonprofit making

organization. This hypothesis can be tested using the response to the questions asked in the

questionnaire and interviews conducted by the researcher (Benders & Van Hootegem, 1999).

The means of the values for each response was obtained from the rating that corresponded to

that of the likert scale. The mean weights (were ranging from 1-5) were multiplied to give rise

to percentages. The weighted averages were used to test the study hypothesis that the adoption

of teamwork in the department of strategic human resource management in ADP would

transform the performance of the department positively. This is illustrated below.

# Question SA A Ave D SD average

5 4 3 2 1

Q1 How would you rate the level of

your organization’s teamwork?

34% 20% 16% 19% 11% 2.9

Q2 Do you cooperate with or do your

colleagues cooperate with you

while on duty? To what extent?

38% 13% 16% 15% 18% 2.8

Q3 In order to encourage teamwork

and cooperation, there is need for

communication. How do you rate

the level of communication within

ADP? Are you able to directly

19% 28% 14% 12% 27% 3.0



5 4 3 2 1

communicate to your boss in case

of difficulty or any other issue in

the organization?

Q4 How would you rate the degree of

resource commitment in relation

to the development and

encouragement of teamwork in

ADP?

18% 13% 14% 24% 31% 2.9

Q5 What was the role of formulating

teamwork strategy and methods of

Strategic management in relation

to employee performance?

33% 27% 17% 11% 12% 3.1

Q6 Please rate the importance of

teamwork on employee

performance.

30% 35% 15% 12% 8% 3.0

Q7 On a scale of 1 to 5 where 1

represents ‘extremely satisfied’

and 4 represents ‘extremely

dissatisfied’ How would you rate

your level of overall satisfaction

15% 17% 34% 19% 15% 2.8



5 4 3 2 1

with teamwork and cooperation

within ADP?

Q8 How likely are you to recommend

teamwork strategy as a strategic

management strategy to a friendly

non-profit making organization in

another industry? Do you think

the chances are?

30% 35% 15% 11% 9%1.0

The discussion of the findings of this study will be conducted in the next section.4.3 Data

analysisThis section analyses the data collected from the study thematically. 4.3.1 Good employee

relationsThis question requested respondents to indicate whether there are good employee

relations in strategic management department with full mutual respect and cooperation among

employees and managers. Many respondents indicated that there were good employee relations

in the organization. The employee relationship enjoyed was because of better communication

and sharing in the department. This has encouraged sharing and consultation, while increasing

the learning environment in the department. The end result if teamwork. The few respondents

who argued that the employee relations were not goods was because the sectors they worked did

not involve much consultations and therefore less teamwork. Moreover, they noted that

teamwork increases the pace of work leading to higher workload with less autonomy on how the

work is to be performed. Thus, the discussion on how work is to be performed is limited


reducing the employee relations. 4.3.2 Teamwork and employee autonomyThis part of the study

concerns the incidence of teamwork on employee autonomy. The questions inquired whether

teamwork increases the autonomy of employees in decision making concerning their work.

According to De Vita and Fleming (2001), team autonomy is the possibility of a team to

participate in the decision-making process in relation to their work, methods of work, work time

organization (Schedules) and assessment of work done quality. However, this study focused on

the autonomy of the individual rather than that of the team. Various types of teamwork generally

differentiate according to the autonomy of individual members within the team and the

autonomy of the team as a whole, including its participation in the decision-making process

within the strategic department in ADP ’s organizational structure (Dackert, Lööv & Mårtensson,

2004). Lean production emphasizes on the advantages of running production with the lowest

possible level of inventories, very low defects and limited vertical integration. The respondents

indicated that the teams could be homogenously composed, as different jobs do not require

extensive formal training and employees can be exchanged relatively easily. Teams can also be

organized in relation to socio-technical principles such as an autonomous group. A socio-

technical team is a group of employees with 4-20 persons, responsible for a complete part of the

production process and entitled to take certain decisions autonomously (Benders and Van

Hootegem, 1999). The respondents pointed out that they decided the roles and responsibilities to

suit the task and individual needs. The respondents noted that they are able to choose their tasks

depending on the team they are placed. The different teams perform different functions and it is

the reason as to the ability to choose tasks depending in the team. Therefore, the use of teamwork

increases autonomy in the employee decisions concerning the work. Though the impact of

teamwork on autonomy is positive, Flin and Maran (2004) argues that the autonomy of the team


or work group may conflict with the autonomy of the individual worker. The control of quality,

planning, and the delegation of responsibilities does not automatically increase the autonomy of

employees. The organization of a team can lead to increased workload while intensifying the

work without the control of employees over their work (DiMaggio & Anheier, 1990). 4.3.3

Impact of teamwork on the learning environmentAccording to Pedler et al (1989), a learning

organization is an organization that ‘facilitates and promotes the education of all its members and

systematically transforms itself. It has always been assumed that teamwork creates an

environment for shared responsibility, knowledge, and both continuous professional and personal

development of employees. The learning environment aided by teamwork was measured by the

question, Over the past 12 months, have you undergone training paid for or provided by your

employer to improve your skills or not? Does your main paid job involve, or not, learning new

things? The analysis of data from the respondents confirmed that working in a team is associated

with an environment typified by the possibility to learn new things and perform complex tasks.

Basing on the

above figure, the employees who work in a team are more likely to learn new things than those


working as individuals on their own. This was confirmed at the level of both the managers of

ADP and the employees in the Strategic management department in ADP. The above figure also

shows that the management is 13% points more likely to learn new things at work than those not

working in teams. Similarly, in the employees, the difference between team workers learning

new things and non-team workers learning new things reaches 15 percentage points

(‘Teamwork,’ 2007.) 4.3.4 Teamwork and job satisfactionThis section seeks to clarify the

relationship between teamwork and job satisfaction as found out from the study. It examines

whether workers are satisfied with a team-based way of working, the association between overall

job satisfaction and teamwork, and whether teamwork increases overall job satisfaction. As

noted in the literature review, teamwork theorists have a belief that working together as a team

with a common goal, autonomy in their decision-making and responsibility and support makes

teamwork becomes a valuable experience for the workers involved. The hypothesis tested is that

working in a team increases job satisfaction. The question asked to test this hypothesis is that On

a scale of 1 to 5 where 1 represents ‘extremely satisfied’ and 4 represents ‘extremely dissatisfied’

How would you rate your level of overall satisfaction with teamwork and cooperation within

ADP? According to Kapucu, Maria-Elena and Krause (2007), for employees to be satisfied with

the job they perform, there must be two factors that are fully fulfilled. They are the satisfactory

and the dissatisfactory. All these are described in the literature review. The job satisfaction min

this study is with regard to dissatisfactory. The figure below shows the satisfaction of work and


the working conditions. 34%

of the respondents pointed out that they were satisfied with their jobs with the dissatisfied group

forming 49% of the study outcome. The satisfied respondents pointed out that it is through

teamwork that they were able to get motivated on performing of their duties. In addition, they

indicated that teamwork helps them learn new skills pertaining their jobs as well as being able to

consult when facing difficulties in performing their tasks. This has made work not only easier but

also enjoyable. Contrary, those who indicated that they were not satisfied by their work were

mainly employees of the department who worked as individuals and not in any team. The usually

worked on their own with no or little consultation (Moldaschl & Weber, 1998). This makes their

work harder because it is not easy to consult or even talk to their managers for help due to

bureaucracy. The satisfaction measured in this study was in terms of the work itself, the relations

between employees and their managers, the salaries and promotions options. Many employees

pointed out that the channels to promotions are high if the work of employees is satisfactory. The

salary is in accordance with the job group of the employee while there are bonuses and

appreciations for exemplary work done by an employee.4.3.5 Negative consequences of

teamworkThese section discuses the findings on the challenges of teamwork as experienced by


employees in the department of strategic management in ADP. Teamwork increases increase the

pace at which employees are to work. The consequence is that the workload on employees is

increased. Other problems are higher demands on performance and corresponding extended

responsibilities and autonomy in teams. The increased demand on teams does not allow the team

participants to have a scope of control and decision making on how work should be done in order

to meet the high demands. The outcome of this is increased stress and work related pressure

(O’Leary-Kelly, Martocchio & Frink, 1994). These findings are in accordance with the findings

in a case study conducted in Austria in 1994 in which new forms of organization was introduced.

The findings from the case study were that the introduction of new forms of work organization,

including teamwork, could lead to an increased workload and an increase in time pressure caused

by a staff shortage and technical problems (Jensen, 1997). Despite the challenges pointed out by

the respondents, mainly employees, the management maintained that the distribution of work

tasks between members of a team does not contribute to the subjective feeling that there is

insufficient time to do the work, nor does it help to improve this situation (Rupar & Rupar, n.d).

This is responsible for the 11% of the respondents in the figure below.

4.3.6 Teamwork and


organizational environment It is not easy for teamwork to exist alone. It must be accompanied by

other values and culture of the organization. The encouragement of teamwork in an organization

requires adequate communication. In this regard, the study sought to find out the level of

communication in Strategic department in ADP. The respondents responded by noting that while

strategic management department encourages dialogue, there are some sectors that

communication is not common. In such sectors, the level of teamwork is minimal as compared to

other areas in the department. Consequently, the sectors whose employees do work as a team do

not have improved employee performance. This can be shown in the figure below where 27%

respondents pointed out that they were not satisfied with the level of communication in the

department since their sectors were not working as a team. This is a small margin as compared to

the 73% of respondents who indicated that they were satisfied with the level of communication

and teamwork in the department.

The department has a

wornderful culture that encourrges teamwork. The managers pointed out that teamwork is

encourages through appreciations, promotions, training programs and jpob rotation. 4.3.7


Teamwork and performanceThis section sought to find out the impact of teamwork on employee

performance hence the performance of employees. The performance of employees is measured

in terms of the work done and completed by an employee satisfactorily. In addition, the

performance of non-profit organizations is measured in financial performance of the

organizations and effective service delivery to the public. ADP is a non-profit organization that

provides services to the community. The performance of employees in the strategic management

department is measured by the effective service delivery both top the public ad to fellow

employees in the entire organization.

Respondents noted

that the teamwork is effective on their performance. Their managers who noted that teamwork

encourages employees to work together as a team acknowledged their responses. The

discouraged employees are encouraged by their colleagues while consultation and learning in

teams enables those who do not know how to perform group tasks perfect on their skills. In

addition, conflicts are resolved without many problems. The result is improved employees

performance in terms of service delivery to the public and to the whole ADP organization. The


managers of the strategic management department in the strategic department pointed out that

the improvement in the performance of employees in the department significantly affected the

delivery of services of the organization to the public (Anheier, 2000). Since the department

realized that teamwork improves the employee performance, they influenced other departments

in ADP to adopt teamwork in order to improve service delivery. This has significantly improved

the services delivery of ADP as noted by the managers. The figure above indicates that only 20%

of the respondents indicated that their performance had not improved due to teamwork. It should

however be known that the respondents were working in sub-sectors if the department in which

employees work individually and they therefore did not realize the importance of teamwork.4.3.8

Teamwork and strategic managementThe study analyzed the importance of teamwork as a strategic

management strategy in the strategic management department in ADP on employee performance.

Strategic management department is charged with making strategic decisions regarding the

performance of the ADP as a non-profit making organization. The department makes strategic

decisions for the organization. The study sought to find out the importance of teamwork as one

of the strategies to be employed by the department by asking the overall satisfaction with

teamwork and whether other departments in the organization and other non-profit organizations

should employ it as well.


The respondents were

quick to acknowledge the importance of teamwork to the service delivery of the strategic

management department and the ADP. Only 20% o the respondents did not acknowledge the

importance of teamwork as a strategy to be adopted in the department and organization in order

to improve employee performance. They attributed their refusal to the challenges that come with

teamwork like increased work, work related stress and reduced autonomy. Moreover, most of the

most of those respondents who refused were form sectors in the departments where teamwork

was not practiced. The rest of the respondents indicated the importance of teamwork to their

performance in terms of service delivery, the department, and the organization. Chapter Five5.0

Conclusion5.1 OverviewThis study has reviewed the literature on the importance of teamwork as

an important strategy to be employed in the strategic management department in ADP.

Teamwork involves grouping employees and assigning them specific tasks. The effect is

improved quality of output, though there are some few negative consequences such as increased

work pace, workload, and pressure to meet deadlines. However, the major objective of

improving employee performance is already met. This chapter provides a conclusion of the


findings of the study and the conclusion. 5.2 Conclusion of the study based on objectivesTeamwork,

as an important instrument of new forms of work organization, is essentially a specific

organizational measure that may display many different features in all organizations including

non-profit organizations. The incidence of teamwork as recorded by the subjective reporting of

employees and managers in strategic management department in ADP can be predicted. One

factor indicating the incidence of teamwork is the historical context of the introduction of new

forms of work organization. The organization of teamwork is particularly characteristic for the

service sector especially in non-profit making organizations that provide services to the public

such as the ADP. Teamwork is also dominant in many large organizations with many employees

(Romig, 1996). According to most experts, teamwork should contribute to a better quality of

working life for employees, as well as improving not only their productivity, but also the

productivity if the organization. Employee autonomy is considered an important attribute of the

quality of work. However, the results of this study identify decisive findings in this regard. Data

analysis did reveal a clear-cut positive correlation between the presence of teamwork and

increased autonomy. The responses from the respondents of the study indicated that the

employees in the strategic management who were working in teams were able to choose their

own working methods to accomplish the tasks assigned. It is clear that the level of teamwork in

the department directly influences the degree of employee autonomy. It could be presumed that

team workers will be more autonomous workers due to their higher concentration on their

professions like accountants, senior officials and managers (Hvenegaard, Jessen & Hasle, 2003).

The analysis of data shows that employees in most subsectors in the strategic department display

greater autonomy though there are some employees still in the department that do not show any

autonomy since there is no teamwork.An examination of the data reveals that, in the case of the


opportunity for choosing work methods and pace of work, team workers in the strategic

department of ADP have a significantly higher autonomy than employees choose in the same

department not working as a team. The possibility of learning new things in one’s job also

improves the quality of working life and therefore the quality of output. In this case, it can be

stated categorically that teamwork contributes to employees’ personal and professional growth.

In the Strategic department in ADP under study, team workers have a greater chance of learning

new things and taking part in training paid for by the employer than employees not working in

teams have. Teamwork is thus clearly positive in this respect and contributes to the learning

environment in an organization. The learning received by employees in turn contributes the

quality of work done and the employee performance. Satisfaction with working conditions is

another indicator of the quality of working life. Team workers display greater satisfaction than

employees not working in teams do in the strategic department in ADP. Employees not working

in teams are not satisfied. Besides positive impacts on the individual’s working life, such as a

more developed learning environment, teamwork also has positive aspects. The need to boost

productivity and performance, which is usually the primary objective of any organization when

introducing new forms of work organization, often demands increased pace of work and greater

work intensity. Working in a team generally means a higher pace of work and working to tight

deadlines in the Strategic department. Most respondents argued that increased work intensity and

work pressure have a negative impact on employees’ health and private social life. In conclusion,

the findings from the study point out that teamwork can take the form of improved employee

performance and organizational performance since quality products are manufactured. The

increased pace of work, work increased autonomy teamwork affects the quality of output for

individual employees positively. The employees will deliver services effectively to the public


and the ADP organization. Increased employee quality also improves the performance of the

strategic department and the ADP organization. The strategic department acts as a good practice

for teamwork with greater autonomy for employees, better access to training and learning new

things pertaining the work (Sewell, 2005). In addition, employees in the strategic department in

ADP were more satisfied with their work as they worked as a team as well as working

conditions. These factors also contribute to improved employee efficiency in non-profit making

organization like the ADP and specifically to the strategic department in the organization.

Despite the positive impacts of teamwork on employees, many respondents indicated that

teamwork affected their social and private life negatively as well as their health. This is because

of increased pace of work and workload that comes with stress to meet deadlines in the delivery

of services. However, the management emphasizes that teamwork is effective in improving the

performance of employees and should be adopted in other departments of ADP, despite the

negative effects on employees as pointed above. Chapter Six6.0 RecommendationsThis study has

been evaluating the success of teamwork on the improvement of employee performance in the

strategic management department in ADP. The study has established that teamwork is important

and it affects the performance of employees positively. The performance of employees is

positively affected because of the learning environment created by teamwork. Employees are

able to increase their skills and ability to perform tasks. The increased skills can increase the

quality of work performed by the employees. In addition, teamwork increases the pace of work

thus making employee to do more work leading to increased output. Despite the increased level

of quality work performed by employees, there are negative effects such as increased workload

and work related pressure resulting from pressure to meet deadlines. This section provides the

following recommend in additions to the strategic management department in ADP on how it can


effectively improve on the effects of teamwork on the performance of employees. The following

recommendations are good to be implemented.The strategic management department is in the

ADP organization, which mainly provides services to the public. The department requires

improving its service provision to the public. This can be achieved through teamwork in the

organization. Therefore, this study proposes the improvement of teamwork in the strategic

department in ADP and thereafter the adoption of teamwork to the ADP organization to improve

the employee performance and organization’s performance in service delivery. The strategic

department should advise the management in ADP to employ the teamwork as a strategy to

improve the performance of employees.

Teamwork as employed in the department of strategic management is effective in improving

employee performance through the increase of pace of work in teams and the learning

environment. However, it has some negative effects that respondents complained of including

increased workload and work related stress resulting from increased pace of work, work, and

pressure to meet deadlines. To reduce the pressure on meeting deadlines, the management should

include training sessions to increase learning and modes of performing the various tasks. With

experience, the employees will get used to working in a team yet performing well.

Few respondents indicated that teamwork was not improving their performance. Many of the

respondents were not working as a team since there was little consultation. This study

recommends that the management of the strategic department ensure that teamwork is employed

in all sectors of the department for effective outcome.

To improve the outcome of teamwork and eliminate the negative comments, the management in

the strategic department should initiate the reward system to the exemplary teams. Recognition

of efforts will not only motivate the team participants, but it will also create a sense of


competitiveness in the department making every member active. The overall effect is the

improved performance of the employees and the department. Though the organization is a non-

profit making organization, there should be some funds set aside specifically to motivate the

employees in various teams in the strategic department in ADP (Jessen & Hvenegaard, 2000).

Communications is very important in the success of teamwork. The organization culture in the

ADP and specifically the strategic management department should encourage communication

among managers and employees. Communication will enhance the learning environment while

strengthening the relations between employees and the management. Effective communication

encourages consultations as a crisis and problem solving. In addition, employees will actively

participate in brainstorming debates that will yield to better strategic decisions in the department

and in the ADPO organization.

In addition to brainstorming debates, effective communication in the organization will ensure

that the management obtains the feedback on every issue in the department and in the

organization on service delivery. The availability of feedback will enable the management to

know the level of satisfaction with service delivery and therefore develop the necessary

strategies to improve where they have failed (Irwin, 1995).

The outstanding members of teams in the department should be provided with new opportunities

in the department or in the organization. This is done in order to keep the most effective team

members. This can be through undertaking long terms planning of the employees’ future career

plans. Each individual employee should be shown how their career goals could help the

department and the organization (ADP) in the achievement of its long-term goals. Moreover, the

management should create an organizational environment that is rich in creativity, openness, and

energy.


These recommendations will no doubt steer the increased and improved performance of the

strategic department in ADP and the overall performance of the organization in service delivery.

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