Role of Teamwork in Organisational Performance - Annotated Bibliography

Running head: ORGANISATIONAL BEHAVIOUR – ANNOTATED BIBLIOGRAPHY
ORGANISATIONAL BEHAVIOUR – ANNOTATED BIBLIOGRAPHY
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1ORGANISATIONAL BEHAVIOUR – ANNOTATED BIBLIOGRAPHY
Table of Contents
Article 1...............................................................................................................................2
Article 2...............................................................................................................................2
Article 3...............................................................................................................................3
Article 4...............................................................................................................................3
Article 5...............................................................................................................................4
References............................................................................................................................6

2ORGANISATIONAL BEHAVIOUR – ANNOTATED BIBLIOGRAPHY
The following paper attempts an annotated bibliography on the role that is played by the
team and the teamwork in the maintenance of the performance of the organisations as well as the
various factors that affect the overall organisational performance.
Article 1
Yoon and Kayes (2016) in the article entitled Employees' self‐efficacy and perception of
individual learning in teams: The cross‐level moderating role of team‐learning behavior
attempts a discussion on the role that is played by the self-efficacy over the learning habits of the
concerned individual employees in relation to the team work. The authors of the article are
observed top have hypothesized on the moderating effect created by the team-learning behaviour
on the perception of the staff on the self-learning as well as the self-efficacy of the employees.
The authors studied over 236 teams that have been functional within a retail firm. The data was
collected from 1397 employees and 236 supervisors of the teams that were chosen. The collected
data was analysed using the hierarchical linear modelling. The study in discussion revealed the
positive relationship that is shared between the perception of the individualistic learning that is
undertaken by the employee and the self-efficacy of the concerned employee. The results of the
study further denoted the positivity of the association that exists between the self-efficacy of the
level of the individuals as well as the perception of the individual learning within the teams.
Article 2
Hu and Liden (2015) in the article entitled Making a difference in the teamwork: Linking
team prosocial motivation to team processes and effectiveness attempts a discussion on the
prosocial motivation. This is considered to be one of the major forms of motivation that is
implemented in case of the various teams that are active within the given organisation. The study
in discussion aims to put forth a model that would assist in linking the prosocial motivation that