MBA Project: Literature Review - Teamwork Impact on Motivation

This literature review examines the impact of teamwork effectiveness on employee motivation, focusing on enrichment centers in Malaysia. It defines key concepts like teamwork and motivation, then critically reviews various teamwork theories and models, including Tuckman's Theory, Belbin's Model, the T7 Model, the GRPI Model, Heckman Model, and the Lafasto and Larson Model. The review also includes an analysis of empirical studies conducted in both Malaysia and globally, providing a comprehensive overview of the existing research on the relationship between teamwork and employee motivation. This assignment is available on Desklib, a platform offering a range of study tools and solved assignments for students.

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.