EFFECT OF TEAMWORK ON EMPLOYEE

PERFORMANCE:
Published on May 7, 2016

Mohammad Qasim Bin Ayaz Follow

8 2 1
MS (HRM)

CHAPTER # I

INTRODUCTION:

It is commonly contended by both business experts and academicians that organizations

or firms can improve and recover their performance by using and developing various
work teams, the movement toward superior use of teams initiated in Japanese
companies, and it is now extensively known that teamwork is serious for achieving
success. Firms reports many description regarding a number of benefits of teams,
including bigger participation and involvement, increased consideration to progression
enhancements and improved employee satisfaction (Wellins, 1994). There are much
clarifications that has been explained by several of scholars regarding teamwork some
of definition are; work teams come in variety of types and sizes, cutting across different
exchange, function, inner processes and external linkages. According to (Johnson &
Johnson, 1995) teams and teamwork benefits to endorse and encourage profound
learning that occurs over communications, problem resolving, dialogue, cooperation
and collaboration. The learning strategies indorse the construction of knowledge as
theyre fixed in a social experiences with a team atmosphere (Vygostsky, 1978).
Teamwork is defined by (scamati, 2001) as a supportive process that permits ordinary
individuals to attain unexpected result (Harris & Harris, 1996) also clarify that a team
has a joint goal or purpose where team member can grow effective, mutual relations to
accomplish team goal. Teams are an essential portion of numerous administrations and
should be combined as part of the transfer of tertiary elements. Fruitful teamwork
depend on upon synergism remaining between all team members generating a situation
or environment where they are all eager to contribute, partake or participate in order to
stimulate and cherish an optimistic, actual team environment. Team followers must be
flexible sufficient to familiarize to cooperative working surroundings where goals are
accomplished through teamwork and social interdependence rather than individualized,
competitive goals (Luca & Tarricone, 2001). Teamwork answers upon individuals
employees working collectively in a supportive environment to attain shared team goals
over sharing knowledge, skill and abilities. The study consistently highlights that one of
the essential & energetic elements of a team is its emphasis toward a common goal and
strong purpose (Fisher. Hunter, & Macrosson, 1997). Team members require to generate
an environment where together & collectively they can contribute for more than as
individuals do. A constructive interdependent team atmosphere carries out the greatest
in each person empowering the team to attain & realize their goals for superior level
(Johnson & Johnson, 1995, 1999). If we look to the financial approach to teams study
estimates the consequence of team production and inventions on organizational
performance by a contrast of benefits and costs, as briefed in the following simple
declaration by Alchian and Demsetz (1972): Team production will be used if it
produces an output adequately greater than the sum of separable production of
individual productivities to cover the cost of forming, organizing and disciplining team
members. Certain of key benefits of team production accumulate over productive
information sharing among employees, when possible potential team members have
knowledge and skills that is non-duplicative and also appropriate to the production
process (Lazear (1995, 1998). Individuals encourage and inspire their fellow team
members to achieve, contribute, and learn. Team coworkers require to be entirely
conscious & aware of their exact team role and should recognize what is anticipated of
them in relations of their involvement to the team and the project or assignment
specified to them. The optimistic effects of productive teamwork can strengthen a whole
teammates and organization, just as the undesirable result of a lack of teamwork can
cripple an organization. A vital element to effective and actual teamwork is fascinating
and keeping that accurate team members. No matter how hard a group of individuals try
to work collectively and collaborating each other for creating an effective team, in case
if there is not existence of proper HR in any organization they might fail to manage a
better teamwork for instance, without the right propel for the job, the team will
inevitably fail. Whether you are team leader or team member, teamwork is important
(Steve Jaros, 2007). If we focus on structures of team so there is broad compromise in
the literature about the describing structures of team. Katzenbach and Smith (1993)
stated that a team is a small number of people with complementary skill who are
committed to a common purpose, performance goals, and approach for which they hold
themselves mutually accountable in addition regular communication, coordination,
distinctive role, interdependent tasks and shared norms are important features (Ducanis
& Golin 1979; Brannick & Prince 1997). The importance for this article is on describing
the features of effective team across three dissimilar level of organizational, team and
individual purpose and functions (Hackman 1990; West 1994; Brannick & Price 1997).
This three-way investigation can be connected with the arrangement model of
teamwork, where organizational structure and individual contributions refer to
antecedent conditions (input) and team process generally refer to throughput.
Commitment to team success and shared goals individuals understand their purpose and
share their goals the combination achieves mission (Francis & Young, 1997). For
efficacious team followers it is essential to share a solid mutual goal (Kets De Vries,
1999). According to (Scarnati, 2001) Teams deliver each member of the group with
prestige and recognition. Numerous successful & very prevalent organization such as
Hewlett-Packard Claim teamwork as part of their structural framework or agenda
(Hewlett-Packard, 1987). The Hawthorne Experimentations at Western Electric in the
1920s and 1930s, for instance originated that maximum significant aspects manipulating
increase in worker productivity & efficiency were not associated to tangible rewards or
working ailments, but somewhat to the contribution and participation of employees the
constructive attention given to them by their supervisors, and their sagacity of group
identity and consistency (Dyer, 1987; Mayo, 1933), Our information & knowledge of
the proper content and design of teambuilding agendas or programs are still limited to a
few case studies (Sundstorm et al., 1990). So far it is very challenging to reach at a
single meaning or definition of what establishes a teamwork. Numerous perceptions
exist and researchers in the field of working environments differ in their view of what
teamwork actually means. Teamwork is defined by Chen and Bailey (1999) as a work
group part with a mutual drive through which participants raise joint associations for the
achievement of goal and tasks. Work organizations using teamwork can state to a wide
range of possibilities and potentials, such as quality circles, cross-functional teams, self-
managing teams or virtual teams. Most of employees provide teamwork with
changeable degrees of autonomy. Harris and Harris (1996) Defined Teamwork as a
work group unit with a shared purpose over which members grow and develop mutual
relationships for the attainment of goal and tasks responsibilities. Teamwork suggests
that individuals effort in a co-operative environment in the concentration of a common
goal by sharing and distribution of knowledge, skills and being flexible enough to serve
several roles. Yet, it is apparent that the procedure of teamwork depend on task
specificity. According to the classification suggested by Hackers (1998), a distinctive
feature of teamwork at the assembly line is successive and following work action to
accumulate different part of a products. On the other hand, where the goal is to improve
and recover the production process, group teamwork is much more about complexity,
communication and integrative work (O LearyKelly, 1994). However, for the
persistence of this study, teamwork is understood in a wider context without drawing a
distinction or division between teams and work groups. However, for the purpose of this
study, teamwork is understood in a broader context without drawing a distinction
between teams and workgroups; it thus encompasses the following definitions.
According to Robbins and Judge (2007), work group is a group that interrelates
primarily to share information, knowledge and abilities to make decisions to help each
members performs within his or her part or area of accountability & duty that given to
them. On the other hand, a work team is a group whose individual efforts outcome and
results in a performance that is greater than the sum of the individual inputs. Thus the
distinguishing aspects are enhanced and improve individuals performance within the
group and better performance as a result of collective and shared efforts respectively.
Also, Declare (2003) has tried to make or bring a distinction amongst team and group.
Whereas he classified team work as a group of employees who have at least some
collective or corporative tasks and where the team followers are authorized to regulate
and control mutually the performance of these decision-making tasks, he understands
and sees group work as a common task demanding interdependent work and successive
or integrative action. Teamwork suggests that peoples work in a supportive atmosphere
in the attention of a mutual goal by sharing knowledge, services and being elastic
enough to serve numerous roles. Yet, it is apparent that the form of teamwork depends
on task specificity. According to Pfaff and Huddleston (2003) Explained a distinctive
feature of teamwork at the assembly line is successive work actions to assemble
different parts of a product. On the other hand, where the goal is to improve production
process, group teamwork is much more about complexity, communication and
integrative work. A work team generates or produces a positive interaction through a
coordinated effort. Their separate and individual efforts result in a level of performance
that is better and much greater than the sum of individual inputs as Robbins and Judge
(2007) had noted. In this area of increased or enlarged competition, leaders diagnose the
importance of teamwork more than ever before. Team can expand and increase the
production of individuals through collaboration and shared knowledge and information
regarding the tasks and accountabilities. Employees who are working or performing in
teams become the standard for the organization (Alie, Bean and Carey, 1998). It is a
means of improving manpower utilization and possibly raising performance of not just
separate persons but the organization ultimately. With a support and help from upper
level management, an employee works positively or confidently in teams can increases
productivity of the organization. Nowadays, in the new business world, managers are
assigning and trying to transfer individuals into more teams projects to employees with
opportunities to strengthen their knowledge and develop their skills (Hartenian, 2003).
Recent studies such as Jones, Richard, Paul, Sloane & Peter (2009) shows that
employees working or performing within the team can produce more output as
compared to an individuals. A few trends influenced employee jobs as much as the huge
and massive movement to introduce teams into the workplace. The shift from
working/performing alone to working/performing on teams necessitate employees to co-
operate with each other, share information, confront differences, and sublimate personal
interests for the greater good of the team. Effective teams according to Robbins and
Judge (2007) have been found to have common characteristics. They have adequate
resources effective leadership, a climate of trust, and a performance evaluation and
reward system that reflects team contributions toward employees performance. The
team have an individual with practical expertise (know-how) as well as problem-
solving, decision-making, and relational or interpersonal skills and high scores on the
personality characteristics of extraversion, agreeableness, thoroughness, and emotional
stability they remarked. Personal experience and evidence from the available literature
on performance management in organization indicates or shows that very few research
efforts and much struggles have been made towards the concept of teamwork and its
impact on employees performance in Afghanistan especially in Kabul province.
However two of the few studies conducted on teamwork and employees performance
reported findings that suggest negative influence from the concepts. For instance, one of
the studies done by Morgan and Tindale in 2002 titled Group versus individual
performance in mixed-motive situations: exploring the efficiency in teamwork.
Showed that individuals can hide inside a group. They can participate or engage in
social loafing and coast on the groups effort because their individual contributions
cannot be identified. Another study carried out by Manz and Neck in 2004 titled
Teamthink: Beyond the group think syndrome in self-managing work teams, found
that teamwork increases conflict levels on the team. Relationship conflict-those based
on interpersonal incompatibilities or mismatches, tension, and hatred towards other, are
almost always dysfunctional. Apart from these few dissenting voices, some scholars
have insisted that teamwork is an effective way achieving a high productivity rate in an
organization. Organization are filled either clearly over mission statement or by specific
strategy statement, behavior or persons attitude toward their responsibilities assigned for
them individually and as a team. (West, 1994) highlighted the necessity for
organizations to have strong vision, which encompassed their fundamental values and
standards. Mission statements communicated and coordinated those shared appreciated
across the organization and teamwork, thus engaging and motivating individuals toward
teamwork result better than individual produce. According to Pearce & Ravlin 1987)
Teamwork should be recognized and integrated within their organization. In other hand
(Sundstrom, De Meuse & Futrell, 1990) says that organizations top management require
to obviously describe their prospects, expectation and mechanisms of accountability for
all teams. Within a team, individual characters and responsibility need to be clarified
and understood by all each and every one for better organizational achievement,
however role building policy can be influenced by individual prospects, and by
organizational and relational factors (Maple 1987). Therefor the development of
teamwork has been represented as a most important factor breaking down the
hierarchical and conflictual nature of traditional modifies forms of work organization by
encouraging organizational strategy and design that boost both managerial or decision
making objective of increased production and employees self-realization and well-
being. It has been extensively recommended that organization have shifted toward more
decentralized designs of responsibility and accountability, which suggest individual
personnel greater creativity and control over their jobs, and which thereby better their
imaginative or creative potential and productive measurements. For instance, Cohen and
Ledford (1994), investigates more than eighty self-managing teams at an American
telecommunications company, initiate that self-managing team had expressively
superior job performance and advanced employee job fulfilment than traditional
working group or department. Hamilton et al. (2003) establish that the revision of
teamwork at the organizational level better-quality and enhance worker productivity and
outcomes even after taking into account the selection of high-ability workers into team.
According to Batt (2004) exhibited that teamwork or self-managed teams were related
with significantly higher levels of perceived discretion, employment safety and
satisfaction for workers and effective in improving objective performance measures.
Further this study will examine how teamwork can effect employee performance within
banks sector in Kabul, Afghanistan.

1.2 PROBLEM STATEMENT

There are many reasons in banks based in Kabul that effect employee performance such
as salary, compensation, and other rewards, most especially the security is a greater
motivation for pushing up employees toward greater performance, Keeping other
factors constant this study attempts to examine weather teamwork in banks contribute
employees performance. The challenge and contest for firms presently is to deliver
quickly and flexibly new quality products and services, in order to respond competently
to superior or greater, motivating and stimulating demands from clients. Because in
working in banks of Kabul are from different demographics due to which there is high
level of distrust and other barriers, Therefor in particular scenario this study focuses on
the extent to which teamwork can enhance employees performance in organizations
particularly in banks of Kabul Afghanistan.
1.3 OBJECTIVE OF THE STUDY

The main objective of the study was to inspect or examine the influence or effect of
teamwork on employees performance in selected Banks in Kabul Afghanistan. But
more specifically, the study will examine the following:

The effect of teamwork on individual employees performance in an organization.

The extent to which esprit de corps among the team members can affect individual
members performance.

The extent to which trust can influence employees performance.

The extent to which reward and recognition can influence employees performance.

1.4 SIGNIFICANCE OF THE STUDY

Given the fact that this study is appropriate and timely because Banks and all institution
have been longing and have huge desire for innovation and changes specially in
performance of individuals that will enable them enhance productivity, minimize cost
and maximize profit, the findings and conclusions will be significant and will much
important to all stakeholders in the organizations specially in bank sectors. The result of
the study will be of countless benefit to the management of organization that it will
afford them the opportunity of seeing how teamwork operates and the benefit derivable
from it. The findings of this study will also be helpful and beneficial to employees of
several organizations, especially the Banking sector, in that they will strengthen their
zeal and passion in the process. Teamwork and other aspect affecting it have been found
to be positively related to the employees performance, this will be a source of
encouragement to a wide range of employees especially those show are yet introduce
teamwork in their organizations. The result and findings of this study will further open
up the need for research in this area.

1.5 RESEARCH QUESTIONS

To what extent can teamwork, enhance individual employees performance in an

organization?

How does esprit de corps contribute to the individual employees performance in an

organization?

To what extent can interpersonal relationship manifested in team trust, influence

employees performance?

How do reward and recognition contribute to an employees performance in an

organization?
1.6 SCOPE OF THE STUDY

The study was designed to collect responses from the employees of selected Banks in
Kabul Afghanistan with a view to assessing their perceptions on the impact of
teamwork on their performance. Specifically, concentration was on the influence of
esprit de corps, team trust and reward and recognition of the employees not only by the
management but also by the colleagues.
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CHAPTER II

REVIEW OF LITERATURE

In this section efforts were established to review related works in this area of study so
that adequate comparisons may be realized and mad with the findings of the present
study with the aim of perhaps, uploading the relevant ones. However, the review was
carried out under the following sub-headings: Teamwork and employees performance,
esprit de corps, team trust and recognition and rewards.

2.1 Teamwork and Employee Performance in an Organization

Teamwork refers to a group of individuals who work interdependently to solve

problems or carry out tasks (Keller, 2001) Deming implies that an extraordinary degrees
of employees teamwork is vital to organizational performance and for accomplishment
of quality and productivity enhancement (Costa, 2003). There can be many procedures
and methods to higher the performance of individuals within team at workplace;
including practices linked to work environment, organizational culture, problem solving
and cooperation among employees within numerous departments (Keller, 2001). It is
perceived that those employees who working in a team instead of the conventional
based workplace have higher fulfillment and performance. Employees are being trained
in teams to attain their organizational targets linked to their concern responsibilities
(Erdem et al. 2003). According to Cohen and Bailey (1999), team is a group or
collection of individuals who are interdependent in the task given to them and who
share accountability for the significances and outcome, the team permits and allows
individuals to collaborate, help, improve individual skills and provide constructive
feedback without any conflict between individuals (Jones, 2007). Teamwork has been
defined as a vital and much important factor for smooth and functioning of an
organization. Most of the organizational activities become complex due to improvement
of new innovations in technology, therefore teamwork is a key focus of many
organizations. One research work determined the teamwork is necessary and much
essential for all types of organization, including non-profit organizations (Pfaff &
Huddleston, 2003). Team members enhance the KSA, knowledge, skills and abilities
while working in teams (Froebel and Marchington, 2005). The work performance or
productivity of the team is higher than individual performance when the work requires a
broader scope of knowledge, judgments and opinion. The benefit of teamwork is
significant productivity growth in the ranges and operational management (Totterdill
Dhondt & Milesome, 2002). Teamwork also creates an environment that simplifies and
facilitate knowledge and information exchange and so-called knowledge sharing. Other
benefits are the ability of new forms of work organization to increase the potential for
innovation that may add value and importance to products or services, moving them
into less price-sensitive market. Moreover, the ability of new forms of work
organization to increase the employability of workers through multiskilling and the
acquisition or acquiring of higher competencies in problem solving, communication and
team working will help labor market adaptation and also support new form of local and
regional economic growth and regeneration (OECD, 2002). Organizations which
emphasize more on teams have resulted in increased employee performance, greater
productivity and better problem solving at work (Cohen & Bailey, 1991). Bacon &
Blyton (2006) highlighted the two important factors i.e Self-Managed team and
interpersonal team skill. These factors enhance the communication as well as
interpersonal relationship between team members and also boost the employee
performance. Teamwork is a significant instrument and tool of a new type of work
management. Teamwork is precise and accurate organizational measure that shows
many different features in all types of organizations, including no-profit (Mulika 2010).
In related development, Ingram (2000) observed that the good manager is the one who
assigns the responsibilities to his/her workforces in a form of group or team in order to
take maximum outputs from employees, but to Waher (2006), it should be possible to
design a proper scheme or system of team building within every organization for
employees in order to encourage and distribute best practice and maximize outputs. The
main emphasis in designing and implementing such a system according to him is
ultimately to improve employees learning. Ingram (2000) notes once again that
teamwork is a strategy or policy that has a potential to improve the performance of
individuals and organization, but it need to be encouraged over time. Organizations
need to look at strategies for refining or improving performance in the light of
increasing competitive environment. He stressed that top managers need to have vision
to introduce teamwork activities within the organizations, the sensitivity to nourish it
and the courage to permit team to play an important part in decision making. Conti &
Kleiner (2003) took it to another level as they reported that teams offer greater
participation, challenges and feelings of accomplishments. They observed that
organizations with team will attract and retain the best people, which will in turn create
a high performance organization that is flexible, efficient and most importantly,
profitable. Profitability is the key factor that will allow the organization to continue to
compete successfully in a hard competitive and global business arena, they concluded.

2.2 Effect of Esprit de Corps on Employee Performance

This section of the paper initiates by exploring the more old-style or we can say
traditional style of management concept of organizational identity and how that relates
to the notion of Esprit de Corps in a managerial context. Houston (2000) in the Harvard
Business review presents an article titled Lets Put More Esprit in De Corporation. In
this Article he deliberates what he observes and perceives to be signs of strength and
health in a company of the numerous issues he classifies as important to healthy
organizations, esprit de corps is at the highest & top of the list. According to Albert and
Whetten (1985) in their influential study well-defined organizational identity as
presence what is essential, unique and enduring to the organization. Thoroughly linked
to this thought of organizational identity are the concepts of organizational image and
values. Even though observing at several features of organizational life, these
perceptions are related and often influence upon each team members (Hatch & Schultz,
1997; Scott & Lane, 2000). The insights that team members hold of their organizations
are unique and very exceptional to each individual. A persons beliefs hence may or may
not contest a collective organizational identity that represents the numbers shared
beliefs about what is typical, dominant and durable about their organization (Albert &
Whetten, 1985). Dutton and Dukerich note; An institutions image matters impressively
to its fellows since it represents fellows greatest deductions at what characteristics other
are likely to attribute to them because of their administrative relationship within
organization. An organizations appearance is directly correlated to the level of shared
self-esteem derivable from organizational involvement (Crocker and Luhtanen, 1990;
Pierce, Gardner, Cummings and Dunham, 1989); individuals self-concepts and
individual characteristics are formed and modified in get-together by how they believe
others view the organization for which they work. (1991:548). Esprit de corps is a
belief that the rank and file get from the top which makes them feel they are different
from and better than other people and that the organization is more important than the
individual (Houston, 2000:56). According to the shorter Oxford English Dictionary,
sprit is defined as Spirit, mind, and French adjective derived from the Latin spirits
dated at 1591. (Little, Fowler & Coulson, 1959: 633). In other hand while Corps is
defined in a military sense as A division of an army, creating a strategic element a
body of troops frequently prepared or a body of men which assigned for special service
and task (Little et al, 1959:398). According to Farrell (1999) in emerging a perfect
Model of the antecedents and consequences of a learning orientation and direction in
organization determined that the outcomes displayed support for the idea that a
learning orientation has a positive effect on organizational commitment and esprit de
corps, and on organizational innovativeness (1999:38). This recommends a straight
relationship amongst the thoughts of administrative commitment and esprit de corps.
Members differ in how much they classify with their work organization. When they
identify strongly with the organization, the characteristics they use to define the
organization also describe them when a individuals self-concept covers the same
characteristics as those in the perceived organizational identity, we define this cognitive
connection as organizational identification, (Dutton J., J. Dukerich and C. Harquail,
1994). Joworski & Kohli (2007) had emphasized and highlighted that esprit de corps is
the feeling, view point and sensation that employees hold about the group. They
observed additional that it is also known as team spirit in which employees share their
problem with each others within the organization. Thus it result on performance of
individuals and encourage motivation to teams and persons. Other thoughts have it that
teams are organized by groups of people who jointly depended on one another in order
to achieve team objective, with aligning these object to organizational strategic goal.
Team spirit is composed of group members feelings, beliefs, and values. Additionally,
team spirit in the organization is the key to achieve a common goal of the team (Boyt,
Lusch & Mejz 2005). The Esprit de corps is the significant for success and achievement
of the organizational objective linked with any institution (William, Swe-Lim & Cesar
2005). Homburg, Workman & Jansen (2002) understands esprit de corps as appreciated
asset for team members as well as an organization. They stresses also that there is a
positive correlation existing between esprit de corps and employee job satisfaction
level. Again others had suggested that increase in team sprit will result in improved
employee performance. (Boyt, Lusch & Naylor, 2001). On the other hand, other opinion
are that esprit de corps has been negatively recognized by physicians in Koroean
hospitals (Hwang & Chang, 2009). In Afghanistan, the concept of esprit de corps is not
much popular. Most of the employees pursue and demand for following their individual
tasks rather than group (Trimizi and Shazad, 2009).

2.3 Effect of interdependence (Team Trust) on employees Performance

To date no description of trust has been generally accepted. Despite the alterations of
opinion, numerous matters seem common across explanations, According to Rousseau
et al, 1998 note from micro psychological theories (e.g. McAllister, 1995, Lewicki and
Bunker, 1996; Zand, 1972) to social/economics approaches. Optimistic expectations
toward the performance, attitude and behaviors of other and willingness to become
vulnerable to other and serious elements to define trust (Barber, 1983; Cummings and
Bromiley, 1996). In the most definitions trust seems related to specific attributions bout
others individuals intentions and motives underlying their behavior (Smith and Barclay,
1997). For Example for Lewicki and Bunker (1996) trust comprises Affirmative hopes
or expectation about others. Interdependence promotes and encourage interaction and
enhance communication among team members. Trust amongst team members originates
when members of the team develop the confidence or self-assurances in each others
competences, skills and abilities. A study by Erdem & Ozen (2003) found that trust
among the team members develop the exclusive and unique skills and coordination of
individuals. According to Mickan and Rodger (2000), there is positive relationship
among the team performance and trust. Trust generates the behavior basis of teamwork,
which results in organizational collaboration and better performance of an employees.
Development of trust within the organization is the responsibility of individuals.
Formation of favorable and trustable environment for synergetic team work is the
responsibility or organization. Organization would transform the trustworthy behavior
for measurement into performance appraised system to promote the organizational
values (Erdem Etal, 2003). According to Manz & Neck (2002), high performance teams
within the organization happen when there is cooperation and unity between members
or individuals. Reducing mistakes, quality outputs, increase in productivity and
customer satisfaction are the variety of criteria through which the performance of the
team is evaluated and jugged accordingly (Mickan & Rodger, 2000). Support of team
members can only be created when the trust comes to be most important values of the
team culture. Trust provides an atmosphere for the team members where members can
deliberate and discuss their mistakes, accept criticism and freely express their feelings
so this lead to more synergy (Edmondson, 1999). The willingness to be vulnerable from
Mayer et al. (1995) is one of the greatest quoted descriptions of trust and has played
dominant role in many conceptualizations. For example, McKnight et al. (1998)
mention trust as the believes, confidence and willingness to be contingent on another
party. According to Jones and George (1998) associate the willingness to become
vulnerable to a set of social & behavioral expectations that lets individual persons to be
able to manage uncertainty or risk related with their action. From a sociological
assessment, Barber (1983) claims that trust contains ethical, expressive and intellectual
bases. Lewis and Weiger (1985) clarify trust as extremely complex phenomenon with
dissimilar cognitive, emotional and behavioral dimensions within economics
(Cummings & Bromiley (1996). Practice the same magnitudes to describe trust between
individuals or teamwork in more work allied contexts. Further emphasis on dyadic work
relations, psychologists such as McAllister (1995) differentiate among contents of
cognition based and effect based trust and the precise factors that affect the expansion of
each form. Trust comes when every individual among team grow the confidence in each
other proficiencies. One research study established that among the teammates develop
the exceptional and direction of individuals (Erdem, Ferda, Ozen & Janset, 2003).
According to Manz and Neck (2002) High Performance Teamwork inside the
organization occur when there is collaboration and unity between each individual of
teammates. Reducing blunders/mistakes, quality out puts, enlargement in
productivity/production and customer fulfillment are the variety of standards over
which the performance of the team is estimated (Mickan & Rodger, 2000). It is the
responsibility of each individuals to build trust within organization. According to
Mickan and Rodger (2000) there is a constructive affiliation among the team
performance and trust. Trust carries an atmosphere for the team fellows where
individuals can deliberate their faults/mistakes, take criticism and easily express their
emotional state so this lead to more collaboration (Edmondson, 1999). Various
arguments have ben advanced to explain the effectiveness of team based work. For
instance, both sociotechnical theory (e.g. De Sitter 1994; Pasmore 1988) and work
design theory (Hackman & Oldham 1976) have focused on the strategy of the groups
task/mission to clarify positive consequences; self-leadership theory that emphasize on
supervisory & managerial behaviors that help self-managing teams attain success (Manz
& Sims 1987).

2.4 Impact of Recognition and Reward on Employee performance

Many studies conducted to test Herzbergs Two-Factor theory supported his claim that
the number one motivator is not money, but a sense of accomplishment or attainment
and recognition for a job-well-done (Idemobi, 2010). Most organization appraisal an
employees performance only once a year and allocated praises at each time. To
stimulate and motivate employees to perform at their highest level competence,
managers must distinguish their achievements and progress more than once a year. In
the national survey of the Changing workforce conducted with the families and institute
in New York, Salary ranked 16th on the list of items measured very important in rating
job. A recent study identified deficiency of enough praise and recognition as the key
reason employees leave there jobs (Kidder in Idemobi, 2010). According to Rabey
(2003), Recognition and reward are the primary emphasis of individuals who are
working in teams. To this end, perspective and strategic mind mangers who are
performing in extreme level of organizations know and constantly capture the benefits
of the team. Teams show the collective strength of the individuals and boost the
motivation and morale of individual as well. Managers critically observe the team
members hidden working potential otherwise manager may lose them. The reward and
recognition programs assist as the most contingent and depending factor in keeping
employees or staff self-esteem high and passionate. Further Oosthuizen (2001) specified
that it is among the major function of managers to stimulate and motivate the employees
effectively and influence their performance to achieve greater organizational
proficiency. According to the view of La Motta (1955) that performance at job is the
consequence of capability and motivation, ability framed through education, equipment,
training, involvement and experience ease in assignment and two types of capacities i.e.
mental and physical. The performance estimation and rewards are the factors that
demonstrated to be the bonding agents of the performance assessment program.
According to Wilson (1994), the process of performance supervision is one among the
vital and very strategic element of total reward system, while in other hand Entwistle
(1987) further discusses the view that if an employee executes successfully, it leads to
organizational reward and as a result motivational factor of employees lies in their
performance. According to Stangorth (2000), teamwork is the collective way of
working which results in potential benefits and greater synergy. Managers must plan
and design an appropriate and suitable reward system for the employee and encourage
their participation in the team project. They must also set the group goal which are
connected towards the company strategic plan, building of employees performance and
fair payment methods. After implementation of above captioned concern, managers are
able to establish their team. Mussel white (2001) had noted that periodically, monitoring
the teamwork activities in order to check its effectiveness should be primary focus of
every business strategy. Anderson & West (2002) further argued that effective
organizational environment is one in which employees communicate, participate and
work in trustable atmosphere. Other research results in a supportive organizational
environment. According to Hertzberg (1987) Reward and recognition can provide both
intrinsic with means of fundamental or inherent and extrinsic motivation. Hertzberg
(1968) stated that extrinsic reward are the main factors to provide employees movement
in a positive manner. According to Dunford (1992), Recognition and rewards improve
employee performance. According to (Staniforth, 2000) teamwork is the cooperative
technique of working which result in possible benefits and superior collaboration. All
Executives require to plan and design policy for an appropriate & suitable reward
system for the employee and inspire their contribution in team projects. They essentially
need to set the group goal which are related towards company strategic plan, building of
employee performance and fair payment procedures. Scholar further suggested that
team work is a slight process which needs & strongly require to be handle carefully in a
sympathetic organizational environment. Herzberg (1968) described that extrinsic
reward are the central feature to provide employees movement in positive and
productive way. Further another scholar Dunford (1992) highlight that recognition and
rewards increases employee performance to be more productive. According to Freeman
(1977) the extensive use of proper performance appraisal suggests that most employers
believes they can rate the efficiency and productivity of their employees. Adjusting
relative rewards and wages rates to reflect comparative productivity produces three
kinds of benefits for the organization. First it serves as an incentive for better effort.
Second it tends to appeal for new workforces and individual especially those who like
work hard and lastly it reduce the likelihood of losing best performers. According to
Andrew (2004), commitment of all employees is based on reward and recognition.
Deeprose (1994) argued that the motivation of employees and their productivity can be
enhanced through providing them effective recognition which eventually results in
better and approved performance and better activates of an organization. Lowler (2003)
Further struggled to simplifies that prosperity, wealth and existence of the
administrations and organizations is determined though the human resource how they
rare treated. Most of institutions and organizations have increased the massive
advancement by completely observing with their professional and recognized strategy
through a well-balanced reward and recognition agendas and programs for their
employees can be implement. Nowadays where most of the organization and firms has
to encounter and meet its obligations, commitment and responsibilities toward reward
and recognition; the performance of employees has a very vital influence on overall
organizational accomplishment. With no doubt the whole success of an organization and
institution is based on how organization and their top management retains its employees
inspired and in what approach they evaluate and assess the performance of employees
for job reimbursement. Managing the performance of every separate employees from a
fundamental part of any organization policy and how they deal with their human capital
(Druker as Cited in Meyer & Kristen, 2005). The individuals among employees who
takes recognition as their feelings of worth and appreciation and as a result it boosts up
confidence, moral and self-esteem of employees which ultimately increases productivity
of organization. In a demotivated atmosphere, low or courage less employees can
practice their skills, abilities and knowledge with new innovation and full commitment
to the extent an organization needs. According to Freedman (1978) he clarifies that the
view that when effective reward and recognition are implemented within an
organization, favorable working environment is produced which motivated employees
to excel in their performance. Reward and recognition plays as imperative role in
inspiring and motivating employees and improving performance along with productivity
(Lawler, 2003). A carefully designed reward and recognition policy can significantly
improve an organizations efficiency toward effective productivity. At recent time,
complex reward and recognition program or significant policy establishment needed to
meet the demands of a more diverse workforce and steadily more, organizations are
discovery that they must focus on the total reimbursement package for employees.
There are many definitions of reward and recognition some of them are discussed
earlier. For instance Cambridge dictionary well-defined it as somewhat given in
exchange for good behavior or good effort. Certain theorists also refers reward as a
compensation. According to Mathis & Jackson (2004) view point that, compensation
rewards people for executing organizational work through pay, incentives and benefits
known as reward and recognition. While we know reward can be both in extrinsic and
intrinsic forms. Intrinsic reward often include praise for completing a project or meeting
performance objectives, while in other hand extrinsic rewards are tangible and take both
monetary and nonmonetary forms. Bowen (2000) claimed, in a world of downsizing
which is categorized with doing more with less reward and recognition are key factors
for increasing moral and generating willingness between employees and managers.
According to Malhotra et al. (2007) defined reward and recognition as all methods of
financial returns, tangible services and benefits an individual employees obtains or
receives as part of an employment relationship. The ability to achieve the companys
critical business objective is the favored standards and principals that imposed by
majority of administrations nowadays to reward their workforce and individual
employees. Mayo (1998) elaborate that, several businesses are incapable to impart or
introduce the joy of working in performing duties and responsibilities, if there are
insufficient reward being assured by any organization. Again here reward & recognition
delivers and provides a visible means of promoting excellence efforts and telling
employees that the organization standards and values their efforts (Evans & Lindsay,
2003). According to Brun & Dugas, (2008), Recognition denotes a reward experienced
mostly at the symbolic level, but may also take on expressive and emotional, practical
or financial worth. Deeprose (1994) clarifies that the enthusiasm and motivation of
individual employees and their efficiency or productivity can be improved through
providing them actual recognition and reward which ultimately results in improved
performance of the organization. Recognition and reward plans and policies
demonstrate and validate respect for individual employees. A very thoughtful
individuals obligation programs is about valuing employees efforts and hard work and
having respect for who they are and what they ensure to the organization. (Hart, 2011).
According to Long and Shields (2010), recognition and rewards can be categorized into
formal recognition and reward and second is informal recognition and rewards, cash or
noncash, and individual or collective. Additionally, many writers have noted that
individual employee satisfaction outcomes from a combination of rewards and
recognition other than any specific reward system. (Shanks 2007; Bessel et al. 2007;
Eshun & Duah, 2011). Evidence and suggestions from numerous researchers done over
the years proposes the importance of both extrinsic and intrinsic reward. To attain
enhanced employees satisfaction, neither one can be replaced for the other. Employs
who are sound rewarded but are made to work in atmospheres which are not favorable
or made to de repetitive or not recognized will leave for other organizations because of
the lack of intrinsic reward system (motivators) just as employees who efforts are
remarkable and permitting work environment and recognized will leave because they
will be disappointed with extrinsic rewards (hygiene factor) which reinforce and
emphasize Herzbers two facto theory. Vroom (1964) describe that, only a minor number
of individuals will argument the importance of expected economic consequence in the
leadership of human behavior. Once more he contends that it is wrong to associate the
importance of money in any society merely to the fulfilment and satisfaction of
biological needs. The goods and services that are acquired with money go beyond
confirming survival. They serve as an indicator of social status. Akintoye (2000)
highlights that, money rests the most significant and noteworthy motivational
impressive reward policy. Money holds significant inspiring influence in as much as it
represents intangible objectives like safety, authority, respect and a feeling of
achievement and accomplishment. Sinclair, et al. (2005) cited in commey (2008)
describes the motivational power of money over the method of job choice. He clarifies
that money has the influence to fascinate, retain and motivated individual employees
toward higher performance and productivity. Banjoko (2000) explain that many director
and executives use money as a reward or punish workers. This is ended through the
process of rewarding and satisfying employees for higher productivity or by introducing
and telling concerning fear of loss of job, the desire to promoted and earn enhanced pay
may also stimulate employees and we can consider this a huge type of reward and
recognition.

THEORETHICAL FRAMEWORK AND HYPOTHESIS

Base on literature Review the theoretical framework is as follows.

TEAMWORK AND EMPLOYEE PERFORMANCE

Employees team or group is a collection of persons or individuals who are

interdependent in the duties and tasks and who share responsibilities and
accountabilities for the outcomes (Cohen and Bailey, 1999). Teams empowers and
letting people to cooperate, enhance and helps to improve individual skills, knowledge
and abilities to provide constructive feedback without any conflict between individuals
(Jones et al, 2007). Teamwork is an important factor for smoothly functioning of an
organization. Most of the organizational activities become complex due to advancement
and much innovations in recent years in technology therefore teamwork is a major focus
of many organizations. One research study concluded that teamwork is necessary for all
types of organization including non-profit organization (Pfaff and Huddleston, 2003).

ESPRIT DE CORPS

Esprit De corps is the feeling, sense or viewpoint that employee holds about the group.
Esprit de corps is also known as team spirit in which employee shares their problem
with each other with the organization (Jaworski and Kohli, 1993).

TEAM TRUST

Trust amongst team members originates when each members or individuals of the teams
develop the confidence in each others competences. One research study concluded that
trust among the team members develop unique skills and coordination of individuals
(Erdem, Ferda, Ozen & Janset, 2003).
RECOGNITION AND REWARDS

Recognition and rewards are the major concentration of the individuals who are
working and performing in team (Rabey, 2003). Sensitive managers know and
continuously capture the benefits of the team. Teams show collective strength of the
individuals and boost the motivation and morale of individuals as well. Managers
critically observe the team members hidden working potential otherwise managers may
lose them.

RESEARCH HYPOTHESIS

H01: Teamwork has no significant effect on employees performance.

HA1: Teamwork has significant effect on employees performance.

H02: Esprit de corps has no significant effect on employees performance.

HA2: Esprit de corps has significant effect on employees performance.

H03: Team trust has no significant effect on employees performance

HA3: Team trust has significant effect on employees performance

H04: Employee reward and recognition has no significant effect on employees

performance

HA4: Employee reward and recognition has significant effect on employees

performance

CHAPTER 3

RESEARCH METHODOLOGY

3.1 NATURE OF THE STUDY

The research will be descriptive and has been based on the quantitative in the nature.
3.2 PURPOSE OF THE STUDY

This study aims to examine the effect of teamwork on employee performance.

3.4 DATA

3.5 TYPE OF DATA

For this Study primary data has been used and also the data has been collected from the
employees of the selected banks in Kabul.

3.6 SOURCES OF DATA

A structured questionnaire is developed and its reliability and validity has been checked,
the questionnaire has been divided into two section. Section 1 will capture the
demographics of the respondents and section 2 will capture their response.

3.7 POPULATION

All the banks of Kabul were considered as a whole population to be studied under this
research.

The employees of these relevant banks has been taken as unit of analysis.

3.8 SAMPLING TECHNIQUES/ DATA COLLECTION METHOD

Data has been collected with the help of convenient sampling technique.

3.9 SAMPLE SIZE

Convenient sample technique has been used for the selection of sampling unit from total
population (Afghan National bank, Afghan international Bank, Kabul bank, New Kabul
bank, Pashtani Bank, Mewand Bank, Aryana Afghan Bank, Ghazanfar Bank, Bakter
Bank, Alphalah bank, Azizi Bank and Afghan United Bank). The unit of analysis by
equal proportion of 25 from each sampling unit (Ghazanfar Bank, Bakter Bank, Azizi
Bank, Kabul bank, Alphalah Bank, Pahstani Bank, Afghan Bank, Aryana Bank,
Mewand Bank a, Afghan United Bank, standard Chartered Bank, Central Bank, Habib
Bank Afghanistan and Brak Afghanistan Bank) has been selected by convenience
sampling technique.

Table 3.1: Population Sample

 3.10 TOOLS FOR DATA ANALYSIS

For data analysis descriptive statistics and regression analysis has been used as
statistical tools in this specific study.

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Mohammad Qasim Bin Ayaz

MS (HRM) Follow
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aderoju ifeyinwa 2mo

Student at university of education Nigeria
please I need the references for this proposal thanks
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aderoju ifeyinwa 2mo

Student at university of education Nigeria
please how can I get the references
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