TEAMWORK EFFECTIVENESS ON JOB SATISFACTION AMONG

DIVERSE EMPLOYEES IN AN ORGANIZATION

Nurul Atiqah Binti Abdul Razak

flD Bachelor of Science with Honors 66 (Human Resource Development) N974 2015 2015

Pusat Khidmat Maklumllt Akademik tJNlVERSITI MALAYSIA SARAWAF

TEAMWORK EFFECTIVENESS ON JOB SATISFACTION AMONG DIVERSE EMPLOYEES IN AN ORGANIZATION

NURUL ATIQAH BINTI ABDUL RAZAK

This project is submitted in partial fulfilment of the requirements for a Bachelor of Science with Honours (Human Resource Development)

Faculty ofCognitive Sciences and Human Development UNIV~RSITI MALAYSIA SARA W AK

(2015)

UNIVERSITI MALAYSIA SARAWAK

(~rade :

Please tick (~) Final Year Project Report

Masters

PhD

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I. Nurul Atiqah Binti Abdul Razak (38210. FCSHD). hereby declare t11at the work entitled. Teamwork Effectiveness on ,Tob Satisfaction among Diverse Employees in an Organization is my original work. I have not eopied from any other students' work or hum any other sources except where due refcrenoo or acknowledgement is made explicitly in the text. nor has any part been written for me by another person.

14/6/2015

Date submitted Nurul Atiqah Binti Abdul Razak (38210)

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The project entitled 'Teamwork Effectiveness on Job Satisfaction among Diverse Employees in an Organization' was prepared by Nurul Atiqah Binti Abdul Razak and submitted to the Faculty of Cognitive Sciences and Human Development in partial fulfillment of the requirements for a Bachelor of Science with Honours (Human Resource Development)

Received for examination by:

(Assoc. Prof. Dr. Hasbee Hj. Usop)

Gred

..

ACKNOWLEDGEMENT

Praise is to Allah the Beneficent, the Merciful, for giving me the strength and courage to complete the Final Year Project.

I would like to express my deepest gratitude and heartfelt thanks to my supervisor, Assoc. Prof. Dr. Hasbee Hj. Usop who always support, guide and share the knowledge for me to complete my Final Year Project.

Secondly, I would like to express my deepest gratitude to my parents, family and friends who always support and help me in many ways such as financial and moral support. Without them, this Final Year Project cannot been completed efficiently.

Besides, I would like to thank the staff in Faculty of Cognitive Sciences and Human Development who show tolerance and help me indirectly in this Final Year Project. Special thanks also to our Final Year Project coordinator, Madam N ik Norsyamimi because she always share the information regarding to this project.

A deepest gratitude also to all my informants who spent their time to share their experience and opinions in this project. Without their permission and participation, this project cannot run smoothly and efficiently.

Last but not least, a very big thank you to all who helped me directly or indirectly in completing this Final Year Project.

J

Pusat f(hidmat Maklumat AkademH VNIVERSm MALAYSIA SARAWAJ'

TABLE OF CONTENTS

Acknow ledgements Table of Contents List ofTables List of Figures List of Diagram Abstract Abstrak

CHAPTER 1 - INTRODUCTION

1.0 Introduction 1.1 Background of the Study 1.2 Problem Statement 1.3 Research Objectives 1.4 Research Question 1.5 Significance of the Study 1.6 Limitations of the Study 1.7 Defmition ofTerms

1.7.1 Teamwork 1.7.2 Communication 1.7.3 Leadership 1.7.4 Commitment 1.7.5 Mutual Support 1.7.6 Job Satisfaction 1.7.7 Diverse Employees

1.8 Summary

CHAPTER 2 - LITERATURE REVIEW

2.0 Introduction 2.1 Issues Related to the Study

• Teamwork • Communication • Leadership • Commitment • Mutual Support • Job Satisfaction

2.2 Theories Related to the Study

• Tuckman's Team Development Model • Belbin Team Role Theory

2.3 Past Study Findings 2.4 Summary

PAGES

11 - III

IV

V - vi Vll

VllI

IX

1 1 - 2 2-3 3 3-4 4 4-5 5 5 5 5 6 6 6 6-7 7

8 8 8-9 9 9 - 10 10 11 11

12 12 - 15 15 - 17

17 - 19 20

II

CHAPTER 3 - METHODOLOGY

3.0 Introduction 3.1 Research Design 3.2 Population, Sample, and Sampling 3.3 Instrument 3.4 Pilot Study 3.5 Validity and Reliability 3.6 Ethics of the Study 3.7 Data Collection Procedure 3.8 Data Analysis Procedure 3.9 Summary

CHAPTER 4 - FINDINGS

4.0 Introduction 4.1 Profile of Informants 4.2 Main Findings

4.2.1 To detennine the communication effectiveness on job satisfaction among diverse employees in an organization.

4.2.2 To detennine the leadership effectiveness on job satisfaction among diverse employees in an organization.

4.2.3 To detennine the commitment effectiveness on job satisfaction among diverse employees in an organization.

4.2.4 To detennine the mutual support effectiveness on job satisfaction among diverse employees in an organization.

4.3 Summary

21 21 - 22 22 22 23 23 23 - 24 24 24 - 25 25

26 26 - 27 28 28 - 34

35 - 40

40 - 45

46 - 50

50

CHAPTER 5 - DISCUSSION, RECOMMENDATION AND CONCLUSION

5.0 Introduction 5.1 Discussion

5.1 .1 To detennine the communication effectiveness on job satisfaction among diverse employees in an organization.

5.1.2 To detennine the leadership effectiveness on job satisfaction among diverse employees in an organization.

5.1.3 To detennine the commitment effectiveness on job satisfaction among diverse employees in an organization.

5.1.4 To detennine the mutual support effectiveness on job satisfaction among diverse employees in an organization.

5.2 Recommendations 5.2.1 Recommendation for the Individual 5.2.2 Recommendation for the Organization 5.2.3 Recommendation for the Future Research

5.3 Conclusion

51 51 52 - 54

55 - 56

57 - 58

59 - 60

60 - 61 61 61 62 62

References 63 - 66 Appendices

iii

LIST OF TABLES

Table 2.1 Summary of the changes at each stage of team development model

13 ­ 14

Table 2.2 16 ­ 17

Belbin team roles

Table 4.1 Summary of informant's demographic profile

27

IV

LIST OF FIGURES

Figure 3.1 24

Data collection procedure.

Figure 4.2.1.1 28

Importance ofcommunication skill for teamwork.

Figure 4.2.1.2 Feeling towards the communication process among diverse team members in teamwork.

30

Figure 4.2.1.3 Communication process preferred in teamwork among diverse employees.

33

Figure 4.2.2.1 Importance of a leader's role in teamwork.

35

Figure 4.2.2.2 The ability of a leader to deal with all diverse members in teamwork.

37

Figure 4.2.2.3 Leadership style to gain job satisfaction among diverse team members.

39

Figure 4.2.3.1 The satisfaction level towards self-commitment in teamwork.

40

Figure 4.2.3.2 How teamwork help employees' commitment in performing task with diverse members.

42

Figure 4.2.3.3 Informant's experience in facing problems where others are giving more task on them.

44

Figure 4.2.4.1 Types of support from team members.

46

Figure 4.2.4.2 How mutual support in teamwork among diverse employees resulting in job satisfaction.

47

Figure 4.2.4.3 The importance and effectiveness of mutual support in teamwork among diverse employees.

49

v

Figure 5.1.1 How communication effectiveness influences on job satisfaction among diverse employees in an organization.

52

Figure 5.1.2 How leadership effectiveness influences on job satisfaction among diverse employees in an organization.

55

Figure 5.1.3 How commitment effectiveness influences on job satisfaction among diverse employees in an organization.

57

Figure 5.1.4 How mutual support effectiveness influences on job satisfaction among diverse employees in an organization.

59

Vi

15

LIST OF DIAGRAM

Diagram 2.1 Stages ofgroup development

Vll

ABSTRACT

TEAMWORK EFFECTIVENESS ON JOB SA TISF ACTION AMONG DIVERSE EMPLOYEES IN AN ORGANIZATION

Nurul Atiqah Binti Abdul Razak

This study aims to identify the teamwork effectiveness on job satisfaction among diverse employees in an organization. This study was done in Malaysia Liquefied Natural Gas (MLNG) Sdn Bhd in Bintulu. This study comprised 10 diverse employees purposively sampling and who works in a team as the informants. In this context of the study, diverse employees refers to the employees who are different in terms ofage, gender, educational background, religion, race/ethnicity, and cultural background. In order to determine the effectiveness of teamwork, this study focuses on the four elements in teamwork, which are communication, leadership, commitment, and mutual support. In addition, a qualitative method and case study design is used for this study. Meanwhile, the data of this study is collected by using the open-ended questionnaire. Then, all ofthe findings are analysed and supported by the theories and past fmdings that are related to this study.

viii

ABSTRAK

KEBERKESANAN KERJA BERP ASUKAN TERHADAP KEPUASAN KERJA DALAM KALANGAN PEKERJA YANG PELBAGAI DALAM SEBUAH

ORGANISASI

Nund Atiqah Binti Abdul Razak

Kajian ini bertujuan untuk mengenalpasti keberkesanan kerja berpasukan terhadap kepuasan kerja dalam kalangan pekerja yang pelbagai dalam sebuah organisasi. Kajian ini telah dilakukan di Malaysia Liquefied Natural Gas (MLNG) Sdn Bhd, Bintulu. Kajian ini melibatkan J0 pekerja yang pelbagai yang dipilih secara persampelan bertujuan dan bekerja dalam kumpulan sebagai informan. Dalam konteks kajian ini, kepelbagaian pekerja bermaksud pekerja yang berbeza dari segi umur, jantina, latar belakang pendidikan, agama, bangsa, dan latar belakang budaya. Dalam mengenalpasti keberkesanan kerja berpasukan, kajian ini telah menumpukan empat elemen dalam kerja berpasukan, iaitu komunikasi, kepimpinan, komitmen, dan sokongan bersama. Tambahan lagi, kaedah kualitatif dan kajian kes telah digunakan dalam kajian ini. Sementara itu, kutipan data bagi kajian ini telah dilakukan menggunakan instrumen soal selidik terbuka. Seterusnya, kesemua hasil dapatan kajian dianalisis dan disokong oleh teori-teori dan dapatan kajian lepas yang Inempunyai kaitan dengan kajian ini.

IX

CHAPTER ONE

INTRODUCTION

1.0 Introduction

The aim of this study is to investigate the teamwork effectiveness on

job satisfaction among diverse employees in an organization. This chapter

discusses the background of the study, problem statement, research objectives,

research question, significance of the study, limitations of the study, and

defmition oftenns. The chapter ends with a brief summary.

1.1 Background of the Study

Scamati (as cited in Luca & Tarricone, n.d.) defined teamwork as "a

cooperative process that allows ordinary people to achieve extraordinary

results". This indicates that teamwork involves people working together toward

achieving a goal and it helps in accomplishes a task more effectively and

efficiently rather than working alone. In this study, the researcher chose

Malaysia Liquefied Natural Gas (MLNG) Sdn Bhd in Bintulu as the research

location.

In order to investigate the teamwork effectiveness and employee job

satisfaction, this study focuses on the four elements in teamwork, which are

communication, leadership, commitment, and mutual support among the

diverse employees who works in a team. Diverse employe~s in this study,

however, not only focuses on the difference of employees' culture or age, but

1

its including other types of diversity. Milliken and Martins; Williams and

O'Reilly (as cited in van Knippenberg, Oe Oreu, & Homan, 2004) state that

diversity research has mainly focused on gender, age, race/ethnicity, tenure,

educational background, and functional background.

According to Ingram (n.d.), teamwork is essential to take on new

challenges and perform strategic tasks in an organization as the teams pull the

knowledge and experience of diverse employees in order to accomplish a short

term or ongoing task. However, some teams may work extremely well together

and some teams may seem to faU apart. Thus, it is important for organizational

members in knowing the elements for gaining effective teamwork as it can give

satisfaction for the team members.

1.2 Problem Statement

The phenomenon of teamwork is believed to exist and has been carried

out before as the research study. The existence of this phenomenon has been

proven by Ishak and Zainorazlin (2003) in their research. They had mentioned

that teamwork have been one of working style in many organizations as it can

influences the successful of an organization. Osterman as cited in Ishak and

Zainorazlin (2003) state that more than 50% of organization nowadays

practices the teamwork. Even though this phenomena has been studied, but

there are only a few related studies that have been done in Malaysia as

compared to foreign country. Hence, this topic is ready to be investigated.

Besides, the previous studies are mostly done to investigate the link

between teamwork and job performance, but least in job satisfaction. Work in a

team can give satisfaction to the employees (Mokhtar as cited in Ishak &

Zainorazlin, 2003), however, there is no simple process through which

teamwork influences job satisfaction (Griffin, Patterson, & West, 2001).

Furthermore, there also only a few studies conducted to investigate the link

between teamwork and diversity. The workforce has become more diverse in

terms of people's nationalities and ethnicities (Schneider & Northcraft as cited

in Oreu, Bechtoldt, & Nijstad, n.d.), as well as in terms of knowledge, skills,

abilities, and personality (Oreu et aI., n.d.). Therefore, this res~arch conducted

direct to investigate the link between teamwork effectiveness and job

2

satisfaction in an organization, in which diverse employees as a target group.

Team effectiveness is important because it is one of the most important

determinants of the companies' success (Judeh, 2011).

Last but not least, there are most of the related previous studies carried

out are using a quantitative method, for instance, the research done by

Benrazavi (2013) in "Employees' Job Satisfaction and Its Influence on

Willingness to Work in Teams", Ishak and Zainorazlin (2003) in "Faktor­

faktor Kerja Berpasukan dan Pengaruhnya kepada Prestasi", and Hamlyn­

harris, Hurst, Baggo, and Bayley (2006) in "Predictors of Team Work

Satisfaction". Therefore, this study used a qualitative method.

1.3 Research Objectives

Two types of objectives are designed for this study, namely, the general

as well as the specific objectives. In general, this study aims to investigate the

teamwork effectiveness on job satisfaction among diverse employees in an

organization. This study is further specified by the following specific

objectives:

1. To determine the communication effectiveness on job satisfaction

among diverse employees in an organization.

2. To determine the leadership effectiveness on job satisfaction among

diverse employees in an organization.

3. To determine the commitment effectiveness on job satisfaction

among diverse employees in an organization.

4. To determine the mutual support effectiveness on job satisfaction

among diverse employees in an organization.

1.4 Research Question

This study is also guided by the following research questions:

1. What is the communication effectiveness on job satisfaction among

diverse employees in an organization?

2. What is the leadership effectiveness on job satisfaction among

diverse employees in an organization?

3

3. What is the commitment effectiveness on job satisfaction among

diverse employees in an organization?

4. What is the mutual support effectiveness on job satisfaction among

diverse employees in an organization?

1.5 Significance of the Study

This study can contribute knowledge about the effectiveness of

teamwork on job satisfaction to human resource practitioner, organization as

well as in constructing the policies. Specifically, this study may help the human

resource practitioner to develop their practices in the organization in order to

improve their current practices in teamwork.

Besides, this study also can contribute knowledge among the diverse

employees within the organization in doing their task as a team. So, it is

important for the organization to know what the elements that needed to build

teamwork effectiveness which can be resulted in job satisfaction. The more

teamwork is effective, the more satisfied organizational member is.

Apart from that, the data of this study might provide a new idea for the

policy makers. For instance, the policy makers can come out with new policies

that are more relevant and significant to job satisfaction based on the teamwork

practices. Besides, the policy makers also can use the data of this study as the

guidance to improve their current policy regarding to teamwork within the

organization.

1.6 Limitations of the Study

There are some limitations in this study. Firstly, this study is restricted

to MLNG Sdn Bhd, Bintulu as the data of this study is collected in that

organization only. Moreover, the number of infonnants is relatively small

which cannot represent all the employees ofMLNG Sdn. Bhd. in Bintulu.

Secondly, the low level of education and knowledge about the roles of

teamwork might produce a bias result among informants. Besides, this also

may cause the answers provided by some informants to be unsatisfactory for

this study.

4

Pusat Khidmat MakJumat Aka ,'mj; UNlVERSm MALAYSJA SA ~ , '.\ •.

Lastly, this study unable to include other elements of teamwork that

influences job satisfaction as it is restricted to the communication, leadership,

commitment, and mutual support among diverse employees only.

1.7 Definition of Terms

The terms related to this study are defined conceptually and

operationally in that order of sequence:

1.7.1 Teamwork

Teamwork is defmed as groups of interdependent employees who

work cooperatively to achieve group outcomes (Parker & Wall as cited

in Griffm et aI., 2001). In this study, teamwork is referring to the process

of combined efforts, or the collaborative actions among the groups of

diverse employees to achieve a common goal.

1.7.2 Communication

Communication can be defmed as the process of transmitting

information and common understanding from one person to another

(Keyton as cited in Adu-oppong & Agyin-birikorang, 2014). In the

context of this study, communication is a process by which information

is clearly and accurately exchanged among diverse team members.

1.7.3 Leadership

Northouse as cited in Rizi, Azadi, Farsani, and Aroufzad (2013)

described leadership as a process whereby an individual influences a

group of individuals to achieve a common goal. For this study,

leadership is referring to the ability of individual as a leader in a team to

make sound decisions and inspire the diverse team members to perform

well.

5

1.7.4 Commitment

Commitment is defined as a force that guides a course of action

towards one or more targets (Meyer & Herscovitch as cited in Saeidi,

Mesgari, & Abadi, 2012). In this study, commitment is referring to an act

of the diverse employees in teamwork to be committed to the task in

hand.

1.7.5 Mutual Support

According to Rooney (n.d.), team members support each other,

which means, mutual support protects team members from becoming

ovetwhelmed or overloaded with tasks. In the context of this study,

mutual support is an ability to anticipate and support other team

member's needs through accurate knowledge about their responsibilities

and workload.

1.7.6 Job Satisfaction

Rice as cited in Zainudin, Junaidah, and Nazmi (2010) defmed

job satisfaction as an overall feeling about one's career or in terms of

specific facets of the job or career, and it can be related to specific

outcomes such as productivity and job performance. For this study, job

satisfaction is referring to the feeling of the diverse employees towards

the effectiveness of teamwork.

1.7.7 Diverse Employees

Diversity, in principle, as mentioned by van Knippenberg et al.

(2004) is referring to an almost infmite number of dimensions, ranging

from age to nationality, from religious background to functional

background, from task skills to relational skills, and from political

preference to sexual preference. In this study, diverse ~re referring to the

6

employees who are different in terms of age, gender, educational

background, religion, race/ethnicity, and cultural background.

1.8 Summary

Overall, this chapter gives a general picture of this study. This chapter

consists of introduction, background of the study, problem statement, research

objectives, research questions, significance of the study, limitations of the

study, and defmitions of terms as well.

7

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter discusses the issues from the past studies as well as the

fmdings, some theories related to the study, and a brief summary.

2.1 Issues Related to the Study

Nowadays, teamwork has been one of the working style in many

organizations as it can develop knowledge, skills, and abilities of an individual

as well as improve organizational development. There are some issues related

on this study that have been discussed from the previous study.

Teamwork

Teamwork typically involves groups of interdependent employees who

work cooperatively to achieve group outcomes (Parker & Wall as cited in

Griffin et aI., 2001). It is important to have the right mix of people to ensure

the effectiveness of teamwork. Team-based organizations have to fmd not only

the best individual for a certain job but also the best combination of individuals

in terms of their specific characteristics (Dreu et aI., n.d.).

Teamwork, in practice, can influence job satisfacti<?n among team

member as well as the successful of the organizations. Griffm et ai. (200 I)

8

proposed that the effective team implementation can enhance the motivational

properties ofwork and increase job satisfaction. However, lack of teamwork in

a service would result in the inefficiencies, errors, and inconsistency in the

work implementation (Garner & Orelove as cited in Ishak & Zainorazlin,

2003).

Communication

Today in these "societies", employees are increasingly not only

required to get work done, but to know how to communicate across languages

and cultures (Dixon & Dougherty as cited in AI-Jenaibi, 2011). Amos, Hu, and

Herrick (2005) suggested that open communication and supportive

interpersonal relationships have been consistently linked with positive attitudes

toward the work environment, which leads to job satisfaction. So, team

members should be more open and have good communication skills in interact

with diverse ofpeople to avoid the discrimination in teamwork.

Elaine as cited in AI-Jenaibi (2011) stresses that culture is

communication; communication is culture. Shockley-Zalabak (as cited in AI­

Jenaibi, 2011) also proposed that a cultural approach to organization

communication. Thus, an individual must learn variations in communication

that can occur, interpret communication differences in productive ways, and

make effective choices about how to communicate across the numerous

organizational boundaries that exist within a business community (Pacanowsky

& O'Donnell-Trujillo as cited in AI-Jenaibi, 2011).

Leadership

Leadership is one of the most important determinants of employee job

satisfaction (Rizi et aI., 2013). Voon, Lo, Ngui, and Ayob (2011) state that

effective leadership and employee job satisfaction are two factors that have

been regarded as fundamental for organisational success. The leader who has

effective leadership skill can influences employees' motivation and dedication.

Miller as cited in Al-ababneh and Lockwood (n.d.) view leade~ship style as the

pattern of interactions between leaders and subordinates.

9

Schermerhorn (as cited in Al-ababneh & Lockwood, n.d.) believed that

leading is a process used to motivate and to influence others to work hard in

order to realize and support organizational goals. Similarly, Fertman and Liden

as cited in Rizi et al. (2013) also believed that leadership style is the manner

and approach of providing direction, motivating people, and achieving

objectives. Besides, the leadership styles are also predictor to leadership

effectiveness whereby leadership style in an organization is one of the factors

that play significant role in enhancing or retarding the interest and commitment

of the individuals in the organization (Obiwuru as cited in Rizi et aI., 2013).

Commitment

Over the past several decades, organizational commitment has been

recognized as an important concept due to its importance and contribution to

organizational effectiveness (Mathieu & Zajac; Reichers as cited in Xiao &

Froese, 2008). Zainudin et al. (2010) suggested that commitment may depend

on several factors such as work ethics, job satisfaction, and job involvement.

He also mentioned that an employee who is satisfied with his job would

perform his duties well and be committed to his job, and subsequently to his

organization.

According to Allen and Meyer as cited in Zainudin et al. (2010),

commitment is referring to the attitude of the employees toward their

organization. Normally, the employees will be well committed if they are

really satisfied with their present job. However, there will be a poor

performance as well as poor commitment if the employees are not satisfied

with their job. The satisfaction normally depends on what the employees can

get or receive from the job. Meyer and Allen (as cited in Xiao & Froese, 2008)

further improved and descried commitment as a psychological state that (a)

characterizes the employee's relationship with the organization, and (b) has

implications for the decision to continue or discontinue membership in the

organization.

10