Impact of Team Work Effectiveness on Employee Motivation in Enrichment Centre at Malaysia

This literature review explores the impact of team work effectiveness on employee motivation in an enrichment centre in Malaysia. The review defines key concepts of teamwork and motivation, critically reviews theories and models such as Tuckman Theory and Belbin's Model, and examines empirical studies in Malaysia and globally.

Running head: MBA MAIN PROJECT - CHAPTER 2
Impact of Team Work Effectiveness on Employee Motivation in Enrichment Centre at
Malaysia
Name of the Student:
Name of the University:
Author’s Note:

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Table of Contents
2.0 Literature Review......................................................................................................................2
2.1 Definition of Key Concepts...................................................................................................2
2.1.1 Teamwork.......................................................................................................................2
2.1.2 Motivation.......................................................................................................................4
2.2 Critical Review of Team Work theories and models.............................................................5
2.2.1 Tuckman Theory.............................................................................................................5
2.2.2 Belbin’s Model...............................................................................................................7
2.2.3 T7 Model........................................................................................................................9
2.2.4 GRPI Model..................................................................................................................10
2.2.5 Heckman Model............................................................................................................12
2.2.6 The Lafasto and Larson Model.....................................................................................13
2.3 Empirical studies.................................................................................................................15
2.3.1 Empirical studies in Malaysia.......................................................................................15
2.3.2 Empirical studies Global...............................................................................................18
Reference List................................................................................................................................22

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2.0 Literature Review
2.1 Definition of Key Concepts
2.1.1 Teamwork
Hu and Liden (2015) opined that teamwork is the collaborative effort of a team towards
achieving a common goal or completing a particular task in efficient and effective manner. The
members of a team work interdependently towards achieving the common goals of the team.
Moreover, teamwork presents the context, where group of people work together in collaboration
with each other for achieving the common organizational goals. Teamwork is the practice of
working collaboratively with a group of employees for achieving common organizational goals.
Moreover, in teamwork, the team members work in collaboration with each other and have their
interdependence on each other. However, Choi, Kim and Kang (2017) argued that despite of
interdependence, the team members must have their individual skills for better achieving the
organizational goals in unique way. Weer, DiRenzo and Shipper (2016) stated that teamwork is
the joint activities by the group of people in which the individual interest of the employees is
subordinated into group efficiency and unity and harmonized effort. Moreover, the individual
skills and strengths of the individual team members are joined together with shared goal for
achieving the overall team goal.
Dong et al. (2015) opined teamwork is the cooperation among the group of employees,
which is intended towards sharing the ideas and skills for achieving the common organizational
goals. However, the willingness of the employees to cooperate with each other stems from the
relationship of the team members with each other. Barrick et al. (2015) teamwork is the
coordinated and cooperative effort on the part of a group of employees, who work together as a

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team and through the interest of common cause. However, teamwork needs that all the workers
in a team put fair and adequate share to the workload towards accomplishing the common goals
of their organization or association. Howard, Turban and Hurley (2016) mentioned that
teamwork at the workplace is the joint efforts of the employees, who work collaboratively
cohesively for creating a positive atmosphere at the workplace for achieving common
organizational goals. The support of the team members for each other is highly dependent on
their relationship and individual skills. Costa, Passos and Bakker (2015) teamwork is a
collaborative working practice, where the individual employees work together in highly
cooperative working environment for achieving the common organizational goals through
sharing skills and knowledge. Such cooperative working practice allows the ordinary employees
to achieve some extra-ordinary work goal. Jia et al. (2014) teamwork is the process of putting the
individual efforts of the employees into the group efforts for achieving the boarder perspectives
of overall organizational goals. The team members must have adequate skills and capabilities
and their interaction with each other should b e flexible for achieving the team goals.
Sommer, Howell and Hadley (2016) pointed out that teamwork is the joint effort, where a
distinguishable set of employees interact with each other interdependently, dynamically and
adaptively for achieving common organizational goals. However, the effectiveness of teamwork
requires willingness of the team members to share their ideas and skills with each others. Lin,
Wu and Ling (2017) opined that teamwork is the interdependent acts of the team members,
which converts inputs into outputs through verbal, behavioral and cognitive activities directed
towards achieving common organizational goals. However, team members require proper
communication among each other for achieving common goals.

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2.1.2 Motivation
Li, Chiaburu and Kirkman (2017) stated that motivation defines the external and internal
factors, which stimulate the energy and desire of the employees to be continually committed and
interested in a job role for attaining the job goals. Moreover, it becomes the reason for acting and
behaving in a particular way. Kanfer and Chen (2016) pointed out that motivation acts as the
stimulator for the needs, desire and action of the people, which stimulates the employees to
behave in a particular manner and encourage the employees to repeat the behavior. It is generally
resulted from both unconscious and conscious factors like intensity of needs, incentives of goals
and expectation of individuals and their peers. Anitha and Begum (2016) stated that motivation
is the process that initiates with psychological and physiological deficiency or need, which
activates or drives the behavior towards a goal. It is always internal to the employees and it is
externalized through their behavior. Wang, Waldman and Zhang (2014) pointed out that
motivation is the willingness of the employees towards exerting high levels of efforts for meeting
organizational goals as well as satisfying some individual needs. It stimulates the willingness
among the employees towards performing some behaviors in a specific manner. Moreover,
motivation enhances the enthusiasm within the employees towards achieving any particular goal.
According to Boxall, Hutchison and Wassenaar (2015), motivation is the outcome of the
processes, external and internal to the individual, which arouses persistence and enthusiasm
among the employees for pursuing some source of actions. The process of motivation stimulates
the employees towards initiating a particular action. Furthermore, the factors of motivation
become the reasons for behaving in a certain way. Grille, Schulte and Kauffeld (2015) mentioned
that motivation creates willingness among the employees towards performing at the best of their
abilities. However, the stimulus must be aroused for motivating the employees towards achieving

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the goals. Moreover, motivation is the influence or force, which causes the employees to do
some works. As per Idris, Dollard and Tuckey (2015), motivation is the level of desire that an
employee feels to perform a particular job regardless of their level of happiness. The employees,
who are highly motivated, can be highly productive and engaged in their job role. Hence,
motivation drives the employees to work at their best for achieving overall organizational goals.
Bai, Lin and Li (2016) stated that motivation is the psychological phenomenon within the
employees that encourage the employees towards initiating a particular action. It is simply the
willingness of the employees towards exerting best effort for accomplishing any particular job.
von Bonsdorff et al. (2015) opined that motivation is the inner state of the individuals’ minds
that direct and activates certain behaviors. The process of motivation instigates, maintains and
guides goal oriented behaviors within the employees. Kim, Pathak and Werner (2015) mentioned
that motivation is the desire, incentives and ambitions, which pushes the employees to take
certain action, performing work and accomplishing goals. However, the desires and incentives
often depend on external stimulators.
2.2 Critical Review of Team Work theories and models
2.2.1 Tuckman Theory
Dr. Bruce Tuckman invented the theory of teamwork in the year 1965. The success of team is
highly dependent on the composition of the team members through the priority behavior. The
group linearly progress through five stages of team development process like forming, storming,
norming, performing and disbanding. Collaboration and cooperation within the team lead to
motivation of work among the team members.

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Tuckman’s Theory reflects on the way though which a team tries to tackle task from its
initiation through its completion. The theory has explained the five stages of team development
process, which are namely forming, storming, norming and disbanding. Each stage of the theory
is associated with the challenges that a team may face in completion a job. Raes et al. (2015)
opined that the stages of the theory are also associated with suitable strategies for overcoming
the issues and enhancing team effectiveness. In forming stage, the team leaders play dominant
role in properly assigning the job role and making bonding among the team members. Hence,
properly bonding and clear job role leads to motivation for the team members towards working
harder in performing stage. In this way, Tuckman theory is linked with the level of employee
motivation in organizations.
Tuckman’s theory demonstrates the way of team development through five stages name
forming, storming, norming, performing and adjourning. Forming stage is associated with
formation of a team intended to work for a particular project. According to Seck and Helton
(2014), the team members remain positive and polite in forming stage, where they are anxious
and simply excited about the task ahead. In this stage, the team members get the overview about
their task. However, Betts and Healy (2015) opined that the team leaders must play dominant
role in assigning roles and responsibilities to the team members. Proper assignment of job roles
to the expert team member motivates them to master their known jobs. In storming stage, the
team members are highly inclined towards conflicting with each other regarding the working
style.
Gren, Torkar and Feldt (2017) stated that the team leader must allow the team member to
freely share their opinions regarding their working styles. It definitely resolves the team conflicts
and motivates them to concentrate on their job roles. In norming stage, the team members start to

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cooperate with each and their each other’s values. Most importantly, the team leaders provide
autonomy to the team members for working independently. However, Betts and Healy (2015)
argued that Tuckman model does not demonstrate the way of failure to achieve success or
showing outstanding performance. As per Lo Coco et al. (2016), performing stage of Tuckman
theory demonstrates the state, where the team members work as unit and show full energy for
achieving the common team goal. Independent and autonomous work environment motivate the
team members towards performing at their best.
2.2.2 Belbin’s Model
Dr Meredith Belbin invented the theory of teamwork in the year 1981. Team role is the
tendency of the team members to contribute, behave and interrelate with others through a
particular way. The success of team is highly dependent on the positive contribution of each
team member. Individual team member occupies a particular team role in a team. Team
performance improves, while team members identify, share and discuss their individual team
roles with each others.
Belbin’s theory is directly associated with creating a more balanced working team for
leading team success. As per this theory, each team member can put their best effort and
strength, if they are provided with a particular and right team role. Moreover, according to this
their each team member plays individual team role for reaching as the ultimate team success.
These roles are like Resource Investigator, Co-coordinator, Team worker, Monitor Evaluator,
Plant, Specialist, Implementer, Shaper and Completer Finisher. Everyone in the team has a
preference for one or more roles for behaving in natural way in their team. Hence, right
delegation of team role to the right person result in motivation for the team members for
performing at their best. Delegation of specific team role to the team members promotes learning

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opportunities for the team members (Borek and Abraham 2018). In this way, the team members
become motivated to work through getting a learning opportunity of playing team role.
As per Belbin theory, individual team member plays individual team roles for leading the
team success. Resource investigators develop ideas, explore the available options and negotiate
resources on behalf of the overall team. However, they may sometimes be overoptimistic
regarding the resource availability for the team. On the other hand, Kirk-Lawlor and Allred
(2017) opined that team workers support and maintain the togetherness among the team
members for achieving the common team goal. Conversely, such team member can be indecisive
in crisis situation that can hamper the team performance. Team coordinator identifies the values
of each team members individually and delegates the job roles to them effectively. Yet, the
manipulative nature of such team members may offload their contribution of work.
According to Bosse et al. (2017), the team member assigned with plant role are more
likely to come up with innovative approaches and ideas from leading innovation in team work.
However, any ignorance of incidentals by such team members may result in lack of team
effectiveness. Monitor evaluator plays the role of analyzing and evaluating the innovative ideas
of other team members for selecting the best idea. Specialists have the special skills and
knowledge for maintaining their professional status. Shapers adopt challenging approaches for
solving the issues in the team. However, such team members can be influenced by different
kinds of provocations. Borek and Abraham (2018) pointed out that implementers actually
implement the innovative ideas and approaches into real plan for leading team success. However,
Kirk-Lawlor and Allred (2017) mentioned that the slowness of such team members towards
responding to new possibilities can result in decreased team performance. Completer Finishers
are concerned about ensuring completion of team project in flawless and timely manner.

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2.2.3 T7 Model
Michael Lombardo and Robert Eichinger discovered this theory in the year 1995. The
effectiveness of team performance is highly dependent on team support for the team from the
organization. The success of team and team performance is entirely dependent on the fit of the
leader in the team. Various external and internal factors influence the performance level of the
team members.
T7 model of teamwork demonstrates the key facets that influence the performance level
of the team members. Moreover, the fulfillment of such facets motivates the employees within a
team to work at their best. The internal factors like thrust, talent, trust, task skills and teaming
skills have huge contribution in leading team success. Moreover, the common purpose within a
team motivates the team members to work in particular way. As per this theory, the collective
skills of the team members enhance the team spirit towards resolving any complex team job
(Grille, Schulte and Kauffeld 2015). Furthermore, the team support from the leaders highly
encourages and motivates the employees in the team to work at their best.
As per Belbin theory, the success of team is dependent on five internal team factors and
two external team factors. Anitha and Begum (2016) pointed out that the thrust of common team
purpose gives the team members clear direction of working and achieving the common team
goal. However, the team leaders must be able to allocate clear roles to the team members for
directing them towards common team goal. The team members must have adequate trust on each
other for working in a collaborative manner. The trust of the team members encourages the team
members to share their skills and ideas with each other for collaboratively achieving team goal.
Furthermore, Sommer, Howell and Hadley (2016) stated that the talent and collaborative skills of
the team members facilitate them to achieve team goal easily. However, the team members must

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be willing to cooperate with each other for sharing their skills and talents with each other. The
team members must be willing to accept the teaming skills and task skills for operating
efficiently and effectively for performing as team. On the other hand, Kanfer and Chen (2016)
opined that the external factor like team support from the organization enables the team members
to perform at effective manner. However, the leadership fitness is also important to encourage a
direct the team members in right direction to achieve team goal.
2.2.4 GRPI Model
Richard Beckhard discovered this theory in the year 1972. The success of team is
dependent on the structured way developing team. The performance of team members is entirely
dependent on the interrelationship among them. Specific goals form the foundation of the team
development process and their performance. The team members can perform at their best, while
their role and responsibilities are clear to them.
GRPI model represents the critical aspects and interrelated aspects of teamwork leading
to level of the team. In this way, such factors are directly related to the employees involved
within a team. As per this model, clear and transparent goals build the foundation of teamwork.
Moreover, clear and transparent goals give the team members proper direction to perform their
specific roles. On the other hand, specific role and responsibilities assigned to the team members
provide them clear picture about their actual activities. In this way, such clear picture motivates
the employees in the team to work in proper direction. Furthermore, this theory has also revealed
that proper processes govern the issues in control, communication and decision making process
of the teamwork (Boxall, Hutchison and Wassenaar 2015). In this structured and constructive
process motivates the team members to work at their best without any issues. Most importantly,

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the theory has highlighted the importance of interpersonal relationship in team effectiveness,
which also motivates the team members towards performing at high level.
GRPI model has focused on the critical and interrelated factors that enhances the
effectiveness of team performance and diagnose the issues in the team. According to Sommer,
Howell and Hadley (2016), proper goals and mission build the actual purpose of the team.
Common, shared and agreed goals give the team members proper direction to work towards
meeting the overall team goal. However, the goals and missions of the teamwork should be clear
and transparent enough to the team members for giving them exact direction to work. Proper role
statement defines the responsibility, task and authority of the team members. In order to work at
the best, the members of the team must be able to agree, understand and satisfied with their
assigned job roles. Such clear roles encourage the team members to work their best either
individually or collectively through getting a clear picture of the team goals.
Furthermore, Kanfer and Chen (2016) opined that structured process act as the governing
tool for the teams for overcoming the inefficiencies in the areas of control, decision making,
communication and coordination. However, the processes must be structured enough for
supporting the team goals through determining the interaction within team. This model looks at
team as structure and rationale, rather than having shared emotional value. This theory has most
importantly focuses on the interpersonal relationship, where open communication, trust and
feedback from the team members create a supporting work. It also encourages innovative and
creative contribution from the team members for high level of team performance.

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2.2.5 Heckman Model
Richard Hackman invented this theory in the year 1987. The level of team effort
collective expends the carrying out the team task. The amounts of skills and knowledge have
high level of bearing on group task. The design and composition of the team members regulates
the team behavior. The interaction of the team members results in high level of team synergy.
Heckman model of teamwork decides upon the condition and organizational context for
supporting the work team. According to Idris, Dollard and Tuckey (2015), specific tasks of the
team members provide substantial autonomy to the team members regarding the way of their
work. Such adequate autonomy motivates the team members to perform at their peak level.
Proper designing of the team members fosters collective effort among the team members towards
achieving the actual goal of the team. Kim, Pathak and Werner (2015) pointed out that Heckman
teamwork model has highlighted that supporting work environment fosters motivation among the
team members. Moreover, rewarding and positive consequence for the excellent team
performance motivates the employees in a team to work harder. Apart from that, diverse
membership within the team results in group synergy, which generates diverse group ideas and
approaches for achieving team success. In this way, Heckman work team model is directly
related to employee motivation.
Heckman team work model has demonstrated the condition and organizational context
that support the team work. Seck and Helton (2014) pointed out that a high level of relative skills
among the team members facilitates each others to perform their job in effectively. Meaningful
and challenging job roles give the team members a chance of having proper job outcome. Hence,
such jobs encourage the team members to work at their best. Furthermore, clear job role and task
provide autonomy to the team members, which motivate them to work at high level. The

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performance level of the team member is highly dependent on supportive wok environment in
their organization. Moreover, rewarding system of the organization always motivates the team
members towards working hard. Furthermore, Gren, Torkar and Feldt (2017) opined that equal
contribution of the team members is extremely essential for creating a collaborative and
enthusiastic team environment. The design of the team and the interpersonal relationship among
the team members collaborate high task relevant knowledge to fulfill the overall team goal
successfully. The clarity of the performance measurement criteria for the team members always
keep them engaged in performing at their best level. However, the theory is less focused on the
explanation of team collaboration for leading team success.
2.2.6 The Lafasto and Larson Model
Frank LaFasto and Carl Larson discovered this theory in the year 2001. Active team
members are more likely to enhance the overall team productivity. Harmonious relationship
among the team members leads to collaborative team environment. Togetherness and shared
ideas among the team members solve difficult team problems.
Frank LaFasto and Carl Larson model has focused on five dynamic of team collaboration
and team work. Proper fulfillment of such components leads to high level of team effectiveness
and team motivation leading to team success. This model is likely to increase the likelihood of
the team effectiveness. Selection of cooperative and supportive team members is extremely
important for the increasing motivation of the team members. Harmonious and friendly
relationship of the team members results in healthy and collaborative relationship among the
team members. Hence, as per this theory, collaborative working relationship is at the core of
employee motivation in teamwork. Furthermore, cooperative and collaborative team
relationships among the team members enhance their togetherness in solving any team issue

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(Kirk-Lawlor and Allred 2017). Moreover, the team members are highly motivated to solve even
the difficult issues of the team. The theory has also focused on the significance of team
leadership on motivating the team members, where the team leaders have proper ability to
manage, communicate and organize all the team members.
Lafasto and Larson Model have highlighted the five layers of components for increasing
the team effectiveness. In order for the team effectiveness, the team members should be having
adequate and relevant skills and behaviors for performing the team task in effective way.
According to Grille, Schulte and Kauffeld (2015), the team members should be supportive and
open to new ideas for having high level of innovation in the teamwork. However, positive
personal style of the team members is extremely essential of creating positive atmosphere in the
working environment. On the other hand, Kanfer and Chen (2016) stated that harmonious and
friendly relationships among the team members encourage them to be helpful and respectful to
each other. Furthermore, the team members also need to be willing to share their ideas with each
others for resolving any critical issue in the teamwork. The final decision should be decided on
an agreed term for leading best team decision effectiveness. Apart from that, the team leaders
should be capable enough towards initiating right action in accordance with the team members
for leading team success. In addition, healthy working environment and culture promote
commitment for the team members. However, the theory is less focused on shaping the
individuality of the team members for leading team success.

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2.3 Empirical studies
2.3.1 Empirical studies in Malaysia
Sheeba and Layal (2017) in his study “Impact of Effective Teamwork on Employee
Performance” have focused on the Financial Institution sector of Malaysian order to analyse the
relationship between job satisfaction, motivational factors, and leadership style and reward
system. From the study, it was found that job satisfaction is dependent on motivational factors.
The key variables of this article are (1) teamwork (2) promotion and reward (3) motivation. Even
though this article focuses more on the impact of employee motivation on teamwork
effectiveness, still it has been selected because it has been evident that employee motivation
gives rise to effective teamwork, which further enhances job satisfaction. Chin et al. (2016) in
their article “The impact of motivation on employees’ job performance at prudential assurance
Malaysia” has researched about the relationship between five different variables and they are- (1)
reward (2) promotion (3) working environment (4) training and (5) flble scheduling towards the
employee motivation and job performance. On further elemental analysis, it was found that
teamwork effectiveness and employee motivation is having a strong relationship. Sheeba and
Layal (2017) and Chin et al. (2016), both have examined some similar variables like promotion
and reward. However, the strength of Sheeba and Layal (2017) is that primary data collection
method was selected in this research and the sample of 236 banking staff participated. The
analysis was done by descriptive statistics method and by using pilot testing. Also, this article
also recommended that the banking sector is more influenced through reward and recognition
strategies including better leadership styles, however teamwork is less impactful factor than the
rest mentioned factors.

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Aini et al. (2012) in their article “Work Motivation among Malaysian Public Servants”
have identifed the effect of organizational culture and leadership style on employee job
satisfaction. The study comprised of data from 180 participants from semiconductor industry in
Penang and Kuala Lumpur. This article did not predominantly focus on employee motivation,
however throughout the research, it was found that the main constructs of this article are: (1)
effective organizational culture (2) leadership style and (3) Team cohesion. These constructs the
most favorable teams with high cohesion among the members. Based on the team cohesion, it
was found that employee motivation was one of the factors that give rise to job satisfaction.
Therefore, from the research was it was evident that employee motivation is created through
effective teamwork, which is further dependent on high cohesion among team members. Going
forward, it was recommended that organizational culture can be made more favorable if the
moderating factors such as employee gender and workplace cities are expanded. The research
“The Linkage of Employee Satisfaction and Loyalty in Hotel Industry in Klang Valley,
Malaysia”, conducted by Abdullah et al. (2012), focused on identifying the different factors that
could result in increased tenure. Also, the relation in between teamwork and employee
motivation is also investigated. This research focused mainly on the (1) teamwork, (2) service
profit chain (3) employee motivation (4) employee satisfaction and (5) employee loyalty. Each of
the factors were found to enhance higher productivity of the employees through better
motivation and engagement among employees. Reliability and validity tests were performed by
the researcher to identify the interrelationship between variables. It was evident from the
research that better knowledge sharing capability was possible through higher teamwork
effectiveness and with the progress of time employees become highly motivated to work in such
an environment where knowledge is shared across all level of employees. This article

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furthermore indicated that in future organizations need to increase teamwork as it will help in
building better knowledge sharing capabilities. Aini et al. (2012) have conducted more responses
as compared to Abdullah et al. (2012). It determines much better average view on the matter
and avoid future error. Furthermore, Jefffta, Abdul and Zubair (2017) in their article
“Influence of team related factors on employee performance –a case study on Malaysian
context” have examined the effect of Team related factors on employee performance of Private
organizations in Malaysia. They have used the explanatory research design as their methodology.
It has described the relationship in between (1) leadership (2) personality and (3) communication
based on the research and interview of 125 staffs belonging from different private companies in
Malaysia. It has also elaborated on the factors that are influencing the job satisfaction level of the
employees are generally (1) motivational factors, (2) leadership style, (3) relationship between
the employee and employer and (4) the reward system. Wan Idros et al. (2012) in the research
article “An Analysis on the Effectiveness of Team Building: The Impact on Human Resources”
have pointed out that teamwork has high impact on employee job satisfaction in the Malaysian
manufacturing industry. The research was conducted on 150 ancillary staffs belonging from the
National University of Malaysia. Like all types of industries, the performance of the universities
staff is enhanced through teamwork and training. Furthermore, from the article, it was found that
employees of the universities are highly motivated to perform if the members of the inter-
departments are highly trained as this helps in streamlining the teaching procedure with
structural dependencies. The main objectives of the study are (1) team work (2) employee
training (3) responsibility sharing (4) workplace culture and, (5) teaching procedure. In this way
through better teamwork, staffs are able to share knowledge among each other, share
responsibility, enhance the teaching procedure and build positive workplace culture. Both the

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researches have carried on different variables related to employee motivation in Malaysian
context. However, the strength of Wan Idros et al. (2012) research is that it have larger sample
size compared to Jefffta, Abdul and Zubair (2017) and this determines more accurate and
better result.
2.3.2 Empirical studies Global
According to the research conducted by Manzoor et al. (2012)- “Effect of Teamwork on
Employee Performance, International Journal of Learning and Development”, teamwork and all
the other realted measures related to employee performance are directly and positively linked
with the performance of the employees. This research has analyzed the linkage or the
relationship in between two different variables and they are: (1) Employee Performance and (2)
Teamwork. From the literature review section in this article, it is clear teamwork, employee
commitment, employee motivation, leadership style and employee empowerment has a strong
interrelationship among each other. The research also recommended that teamwork needs to be
more strengthened and more activities must be added so that so that employee becomes more
motivated to enhance organizational productivity. Furthermore, Rahim (2018) has conducted the
research “The Impact of Teamwork on Employee Performance in Strategic Management and the
Performance Improvement Department of Abu Dhabi Police, UAE.” in order to assess the
impact of teamwork on the occupational performance among the employees of the Dhofar
university. From the research it has been identified that there is high degree of relationship
between the concepts of (1) trust (2) leadership and structure (3) performance evaluation and
rewards. From the result of this article it is clear that there is a very strong relationship in
between the variables (1) team work (2) climate of trust (3) leadership and structure (4)
performance evaluation and rewards and, (5) performance of the faculty members belonging

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from Dhofar University in the Sultanate of Oman. Furthermore, it has been analyzed that
teamwork is one such factor upon which employee motivation is dependent. The public sector in
UAE must focus more on teamwork and team management functions so that higher contribution
from the employees is justified. Through unified workforce and high employee engagement, the
organizational outcome of UAE public sector can be enhanced. Vaskova (2007) in his research
“Research on Teamwork and High Performance Work Organization, European Observatory of
Working Life” has provided a comparative study on the subject of teamwork, depending on 16
national contributions to their prepared questionnaires and European Working Conditions
Surveys. This research has assessed the negative and positive impact of teamwork on different
aspects of the working conditions like (1) work intensity (2) job autonomy (3) productivity (4)
job satisfaction and (5) learning environment. This study have also evaluated the prevalence of
the teamwork as per different factors such as (1) occupation (2) sector and (3) sex. According to
the study these three factors develop employee behavior, highly motivated staff and creativity.
However, it has been analyzed that teamwork is one of the main factors that is directly or
indirectly related with each of the independent variables such as culture, leadership and training.
Rabey (2003) in his study “The Paradox of Teamwork, Journal of Industrial and
Commercial Training” has discussed that teamwork has a collective strength that assist in
achieving the targets of the employees and influencing employee morale and motivation.
According to him, innovations start when a particular idea meet with an individual and much of
it depends on how the company or the organisation handles it. The study have analysed the
relationship in between (1) teams (2) teamwork and (3) development. Rose et al. (2015) in this
context have described in this study “Effectiveness of teambuilding in organizations: Journal of
Management.” that the concept of teamwork has a strong impact on the performance of an

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organization as well as the employees who works there. Based on the initial findings, the study
has presented deeper interrelationship between Employee Performance and Teamwork. The data
analysis was conducted through quantitative technique and finally it was understood that (1)
teamwork and (2) team trust are more influential in triggering employee productivity. As per
Staniforth (2000) in his study “Team working, or individual working in a teams. Journal of
Team Performance Management” teamwork has often been portrayed as one of the panacea for
any host of the organizational issues. This study focuses on the key variables of (1) human
resource management (2) organizational structure and (3) teamwork.
Like, Manzoor et al. (2012), the research conducted by Mulika (2018), too have
highlighted the factors that are responsible for employee engagement. From the research it has
been identified that there is high degree of relationship between (1) team, (2) teamwork, (3) team
leader, (4) organizational support, (5) organizational culture and (5) employee motivation. Both
these researches have proved that employee engagement helps in talent management and talent
retention for longer term, as it increases employee motivation specifically. The main difference
of these two papers are as followed. Manzoor et al. (2012) has used less variables that that of
Mulika (2018) as the latter one discusses the matter of leadership on the basis of high degree of
relationship between the concept of teamwork and motivation. Rather than Manzoor et al.
(2012), Mulika (2018) has discussed the matter of teamwork in the context of emotional
attachment of the employees with their teams which effectively motivate them.
Furthermore, it has been analyzed that teamwork is one such factor upon which employee
motivation is dependent. The public sector in UAE must focus more on teamwork and team
management functions so that higher contribution from the employees is justified. Through
unified workforce and high employee engagement, the organizational outcome of UAE public

21MBA MAIN PROJECT - CHAPTER 2
sector can be enhanced. Vaskova (2007) and Rabey (2003) in their researches have highlighted
the impact of leadership style on enhancing employee motivation. Both the studies have focused
on teamwork, team trust, reward and recognition, employee motivation and organizational
productivity. After further investigation and analysis, it has been found that it is the team
formation that is dependent on leadership style. Based on the team engagement activities and
cohesion among team members, employee feel motivated and associated with an organization.
Therefore, from the research it has been evident that public service employees are more satisfied
and engaged when democratic leadership style is followed because it directly enhances team
engagement. Rabey (2003) has judged the matter of team work from the collective perspective
rather than having intense effect on the employee education that can be found in Vaskova
(2007). To him, Teamwork and High Performance are interrelated where the performance of the
workers is affected by the working condition of the farms. Rabey (2003) on the contrary has
pointed out the collective strength for influencing employee morale and motivation.
Unlike the rest authors, Staniforth (2000) has pointed out that it is the management of an
organization that helps in building the employee motivation. The study focused on (1)
Organizational culture, (2) leadership style and (3) employee training. According to the study
these three factors develop employee behavior, highly motivated staff and creativity. Rose et al.
(2015) captured the effect of interrelationship between Employee Performance and Teamwork
where trust within the team acts as the chief element to increase productivity. One the contrary,
Staniforth (2000) is more concerned with organizational structure. The latter focusses teamwork
to be an element of human resource management to maintain organizational structure.

22MBA MAIN PROJECT - CHAPTER 2
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