Effective Teamwork: Importance, Development And Motivation

What is Teamwork?

Teamwork is essentially the capability of team members to be able to work in unison, have effective communication, anticipate and meet the demands of one another while inspiring confidence and causing collaborative efforts. Teams need to work capably by trusting one another’s actions while collectively giving productive outputs. It involves consistently informing team members of required interventions while never assuming how they might have similar information. Teamwork builds stronger relationships between employees in an organization as they tend to work in closely knit units, and develop liking for each other (Khan and Al Mashikhi 2017). As they work more with one another, they learn to acknowledge individual strengths and weaknesses while being able to give increased outputs.

Effective teamwork efficiently entails an understanding of group dynamics through situational and individual temperament. The “Tuckman’s stages of group development” is a renowned theory developed by Bruce Tuckman to describe four stages of envisioned in team progress, such as “forming, norming, storming and performing”. The stages progress from organization to production, with communication being vital in these stages. The “forming’ phase involves individuals getting to know one another while trying to make a vitally good impression (Vaida and Serban 2021). Team formation induces trust and reveals personalities of the team members, where their goals become aligned to organisational objectives. In the next “storming’ stage, group conflicts can appear where preliminary boundaries and expectations are challenged for people getting to learn about one another’s motivational forces. The stage incorporates brainstorming sessions where members contribute ideas which can potentially focus on the achievement of results. The constructive potential is effectively harnessed in this stage. In the norming phase, conflict resolution is conducted and people learn to work independently, although they cooperate and frequently check in with team members for ensuring proper work-flow.  Group cohesion ensures people are accountable for the tasks they perform and flexibility is maintained (Jones 2019). Once teams reach the ‘performance’ stage, they work smoothly on several projects, have established synergy, and develop systems for running projects efficiently. Performing teams can tackle tasks by moving quickly and independently.

Richard Beckhard’s GRIP model encompasses four elements of inducing effective teamwork. These include goals, where people completely understand and remain committed to organizational endeavours. The alignment of individual goals leads to the establishment of progress, and trust while gaining desired outcomes (Varney 2018). Roles ensure team members know their part to be played, their worth, expectations and acquired responsibilities. Interpersonal includes the collaboration induced by quality communication practices which is required to be fostered amongst team mates while gaining sensitivity to deal with complexities. Processes are defined systems for introducing vital decisions, ways in which issues are addressed, workflow is defined and procedures are followed for project completion.

As an example of enhanced teamwork practices observed in an organizational workplace, ASDA UK has emerged to be a fundamentally growing supermarket chain currently. Asda incorporates inclusion networks for including employee well-being and pride while encouraging diversity, and promotion of gender and ethnicity in team management (Naik and Suresh 2018).Team-building exercises are entertained in their system where people cooperate effectively to get tasks done. It is in the form of minimal office quizzes for engaging teams or workshops which lead to the production of new ideas.

Stages of Team Development

Job satisfaction is a person’s emotional response to the current conditions of his work-life. Motivation induces a driving force for pursuing and satisfaction of individual needs. Motivation causes improvement of employee morale and induces a cordial work environment while evaluating managerial behaviour and support. Opportunities need to be noted for advancement and training of employees for measuring their satisfaction by receiving regular feedback. When employees gain sufficient personal recognition, and their opinions are considered, they tend to give productive outputs (Kasbunturo et al. 2020). The latest managerial trends would help in the encouragement of integration employee’s needs while maximizing organizational profits. Motivation is job satisfaction is essentially proportional, with employees more knowledge about their rights in their workplace. Work satisfaction allows for an inherent feeling in people where their talents are acknowledged and utilized, and their contributions considered appropriately (Musinguzi et al. 2018).

The theory of “Maslow’s hierarchy of needs” involves five levels of human needs that are required to make an individual feel inherently fulfilled (Neubauer and Martkvishvilli 2018). Abraham Maslow highlighted how humans are motivated by physiological, safety, self-esteem, social and self-actualization needs, with the last placed at the highest level. Earning self-fulfilment would require individuals to be satisfied with all other needs to finally reach the last stage. For employees to be satisfied, physiological needs would include having a proper workplace, salary, comfortable workspace, and related facilities. Safety needs encompass formal contracts of employment, with benefits like pension schemes. Social needs encompass the management of the employee’s social needs through promotion of groupwork and pertinent social activities (Osemeka and Adegboyega 2017). Self-esteem can be recognized through gaining respect for oneself and others through feedback and appraisal systems. On reaching the highest level of developmental plans and attainment of secondments, training, mentoring and opportunities of enabling staff, self-fulfilment can be achieved by employees.

When the needs at the lowest level are fulfilled for employees, they would be able to focus to generate effective decisions in the favour of the organization. The decisions would be wisely based on compensation, stability or safety concerns. Basic needs for employees can also include flexibility in work patterns and catering to their interests.

The employees at Sainsbury UK depend on enhancing consumer interests as the biggest motivating factor for their business is the fulfilment of the ability for customers to afford products and have repeated purchases. There are prominent retail chains in the UK, specializing in grocery, providing ample competition to Sainsbury. The quality of services and goods are enhanced with the presence of healthy competition as the organization would vitally try to grow. Flexible working styles make employees invested in their work (Masareka 2018). Sainsbury also organizes several reward and incentive schemes to boost employee productivity while increasing sales. The stable political environment, habits, and norms in the organization positively alter the pace of work at Sainsbury.

The “Chartered Institute of Personnel and Development” or CIPD represents a professional body for HR and L&D professions in the United Kingdom and worldwide (Zhao and Higgins 2017). They have been championing better personal and work development for over 100 years, and consist of over 150,000 members globally. The profession map when it was established, had set an international benchmark for the professions of people, utilized in businesses for better decision-making standards, implementation of confidence, and peak performances, while driving change into organizations for individual career progress. Utilization of the map gives an allowance to build individual credibility in organizations when they are serious regarding professional skills and achievements.

Richard Beckhard’s GRIP Model

In this rapidly evolving world, the concepts of workplace or workforce are continuously transforming as well, where organizations respond to change relentlessly. The organizational ability for successfully evolve is determined by the ability of the staff. The initial vision encompassed a pervasive culture of learning to be causing organizational success. It is rather elusive as the emergent climate requires genuine learning revolutions. As the initial era adopted the default approach of learning, the present era utilizes the capabilities and skills only developed through agile and accessible methods (Armstrong and Taylor 2020). Digital technology facilitates the progress of learning anytime where data enables proficient targeting standards. Online communities help like-minded people to freely practice or share solutions where expertise earned can be swiftly curated. Initially, the drive for the purpose was led by evidence, principles and outcomes in organizations (Pepple and Zhang 2021). The adaptation has induced more clarity to highlight holistic experiences for people, intelligent decisions, continuous engagement, agile and digital infrastructure and a thriving ecosystem.

Multiple specialist areas need to be applied for companies to have a positive impact while broadening the areas of development (Ahammad 2017). HR professionals need to understand what is desired of them in terms of professional competence and driving organizational performance.

Continual Engagement: The presence of a dynamic community that can continuously be able to build on various business relationships to produce positive energy, growth and resilience.

Digital Infrastructure: It is the presence of a virtual environment for fluid exchange of ideas, knowledge and adaptation to competence.

The responsibilities of business leaders and professionals have underpinned enormous success, where the characteristics reflect on collective opportunities to work in unison for delivering needs to employees and organizations.

Fig 1: CIPD profession map enhancement

Source: (Armstrong and Taylor 2020)

Engagement not only involves effective communication for building relationships but earning further learning from practices of engagement would develop and communicate value proposition of employees. The procedures involving engagement of employees and further aligning their goals to organizational endeavours is key to gaining success. Leaders should capably model ideas and agendas to harness opportunities by means of conducting daily activities of constant improvement (Bucate and Rizescu 2017).

The Kahn’s engagement theory proposes engaged individuals should be able to be prepared for investing in significant resources. In forms of their valuable effort and time, for successful completion of tasks. Engagement is high when a person drives their personal energy into cognitive, emotional and physical labors (Huang et al. 2021). Employees expend their effort with enhanced confidence once they feel more engaged and comfortable with their work type and pattern. Employees need to understand the strategies and vision of the employer for delivering positive contributions. When employees are attached to their work, knowledge would encourage creativity and confident-decision making abilities. An increased sense of belonging at the workplace makes the workers trust the values and mission statements of their company. In the organization space of GSK (GlaxoSmithKline PLC) sufficient importance is levied on positive interpersonal bonds, group dynamics and managerial styles (Coleman and Thomas 2017). The HR department must create a stimulating workplace as GSK as maximum work revolves around research and development. Employees would productively collaborate when their needs are met and they are inherently satisfied. The HRs at GSK define and communicate a powerful vision in their company, where they also hire managers who are emotionally invested and give them substantial resources for building good teams. They are also given a good space to grow where they are not taken for granted.

Examples of Effective Teamwork Practices

HRs acknowledge how improvements need not always be expensive. It is essential to form smaller focus groups to be able to improve infrastructures with smaller iterations (Lensges et al. 2018). Leaders should be able to expose their respective teams to diverse resources of learning for accelerating the process and ensuring knowledge is accessible. The impact of the HR staff on the leaders would be to guide them to perceive technological value by utilizing digital channels for enabling knowledge transfer and sharing. With technology being one prevalent challenge in business today, getting frustrated with it for overdependence would need to be substantially reduced. HR’s would have to recommend the recruitment of ably skilled personnel in a conducive environment where individual satisfaction, well-being and commitment can be aggravated (Leonardi 2021).

In the retail organization of Tesco Plc, digital transformation is been brought about through modifying operational HR processes to be data-driven and automated. The HR cell effectively communicates with the IT department to gain support in the cause of digital evolution. They focus on targeting potentially talented candidates for sustaining in their transformed and well-equipped organization. Feedback surveys are automated which generates avenues for improvement. The utilization of chatbots in artificial intelligence can aid employee as well as consumer convenience, simultaneously making HR functions more convenient. “Deloitte Consulting LLP” uses digital technology as an accelerator to their innovative practices, for improving efficiency, and powering new services and products. Their transformative practices advise clients in the technology sector like hardware, semiconductors and software, and the ones in industries such as manufacturing and construction, to ably compete in newer markets. “Customer-first” policies, building models of operations, and launching critical capabilities for driving scale swiftly help in the achievement of optimal results from limited pools.

Storey has expressed HRM to be a set of integrated policies with philosophical and ideological foundation. HRM consists of a cluster of assumptions and beliefs, strategic management of individuals for assisting decision-making standards, and involving line managers to essentially communicate and deliver HR outcomes (Storey et al. 2019).

Storey’s emphasis was levied on commitment instead of compliance and he envisioned human capability to be different for various organizations. The model is based on the components of beliefs, strategic qualities, the responsibility of line managers and key levers. He believed that employees need to be considered to be valuable assets and not as mere components for inducing production. The Strategic characteristics of HRM requires it to draw the attention of top executives and senior managers (Paauwe and Farndale 2017). It is essentially a vital source of leading competitive advantages. The dynamicity of the HR strategies considers the changes in the business environment. HRM philosophy suggests that people management is quite significant for personnel specialists and can be observed as a strong link between the employees and line managers. Line managers tend to perform HRM roles in their regular activities. Culture is more important than systems and procedures as it lowers the rate of conflicts in a company, thereby enhancing their unity and understanding. This is primarily important as culture management brings an overall consensus on overall organizational beliefs, assumptions and values, which is integral in promoting commitment and flexibility (Groysberg et al. 2018).

Motivation and Job Satisfaction

Two widely adopted models of HRM include the hard and soft approaches, based on opposing perspectives of human nature as well as managerial intervention strategies. Guest and Storey have incorporated the emphasis to either be placed on ‘human’ or the ‘resource’ (Farndale et al. 2020).

Hard HRM focuses on identifying workforce requirements for recruiting and managing, including hiring staff or excluding redundancy. The primacy of business requirements emphasizes how human resources are deployed, acquired and dispensed according to the demands of corporate plans (Bratton et al. 2021). Negligible regard is placed on the needs of resources and only quantitative aspects are purely emphasized.  In the Hard approach of HRM, managers tend to focus on profitability and treat the employees in the workplace as sources of incurring good business. It essentially has no difference from treating people like tools and machines. The traits of this approach include regular modifications of employee count, little transparency in business, low wages, and negligible empowerment of employees. Appraisal systems also entirely focus on bad and good performances and a traditional method of leadership is followed.

To gain competitive advantages in the workforce, regardless of whether the employees work part-time or full-time, are temporary or contract staff, the potential should be developed and nurtured. Soft HRM stresses the focus to be on paying attention to the behavioural factors of individuals for developing good-quality work (Kowalski and Loretto 2017). In soft HRM, employees are known to be sources and assets for attaining competitive goals. Employers consider employees to be individuals first while concentrating on the developmental needs of the workers. Soft HRM motivates employees sufficiently, including reward programs to generate productivity. It incorporates long-term planning, transparent business procedures, competitive pay depending on bonus packages and salary benchmarking, and substantial employee empowerment. Training opportunities are identified ensuring a more democratic style of leadership.

Various business sectors involving the primary, secondary, tertiary and quaternary sectors conduct business activities with varying strategies and approaches. The sectors of Agriculture, manufacturing, retail and finance would be considered for illustrating examples of utilization of Hard and Soft approaches of HRM.

In Tesco Plc, a retail organization and renowned supermarket chain, both the Hard and soft approaches are implemented (Trewern et al. 2021). Tesco is continuously invested in human resources such as the empowerment and participation of employees in managerial activities. However, they do not lose their focus on deriving positive business outputs by solely paying attention to employee concerns. The company has justly improved their competitiveness by balancing managerial and employee development.

The HRM at GSK highlights diversity and inclusion as primary factors to attract and motivate the workforce, which is reflected in the communities in which the company operates. Even people with disabilities are encouraged to have accessibility in the organization while donating equal chances and opportunities for women and youth. The Hard Approach is sometimes utilized based on the concept of “pay for performance”. They do not necessarily possess a critically sound process to measure performances.

Employees have been recognized as ‘semi-programmable machines” during the decade of industrial revolution, wherein poor forms of education have been significantly noticed in most of the workers. Standardizing methods and implementing changes in working conditions, salaries and cooperation would ensure the achievement of desired outcomes faster. Today, employees are educated, however, competition and bureaucratic control have reduced the forms of accountability and authority. Michelin had observed the centralization factor to be overriding the automobile sector for decades including its own firm. Empowerment had to be positively provided to employees for improving manufacturing abilities. Michelin formerly used to have a very narrow opinion of its employees, and they were considered to be motivated by external elements like remunerations only. Other factors had to be promptly deduced for meaningfully motivating their employees for induce their inherent satisfaction. People did not live up to their potential entirely and utilized just a portion of their real abilities. Hence, performance and progress were required to be managed well.

Maslow’s Hierarchy of Needs

The process of change management had been cultivated by Kotter’s views of countless organizations and leaders as they tried to transform or execute strategies (Errida and Lotti 2021). The success factors were properly recognized to convert them into a methodological process of leading change efficiently. John Kotter, a renowned professor of “Harvard Business School” had introduced the change management process by integration of eight essential steps in 1995. 

Fig 2: Kotter’s Change Management Steps

Source: (Harrison et al. 2021)

1. Creation of a “sense of urgency”: When others are helped to observe the need for changes through aspirational, bold opportunities, the importance of communicating the need for immediate acts is registered (Barrow et al. 2017). In this way, potential threats are identified, scenarios are developed and opportunities are effectively examined.
2. A belief had developed in Ballarin, the manager of the Michelin Shanghai plant to mediate changes that could lead to effective results.
3. Formation of a “powerful coalition”: Volunteer armies would require a coalition of people who are willing to substantiate their ranks, and guide others, while coordinating and communicating activities. Identification of the right leaders and stakeholders in the organization is important while looking for strong emotional commitment from them. Teams are built and assessed for areas of weaknesses and strengths.

Ballarin had to recruit volunteers to supervise and operate the teams who would be willing to pilot the initiative of employee empowerment. The project would be an interesting opportunity for teams to collaborate. Ballarin had recruited 38 teams consisting of 1500 individuals from 17 different plants, to make his endeavour come true.

1. Creation of a strategic vision and learning initiatives: It is important to necessitate clarification regarding how the future would be differing from past downfalls while making the future a reality through initiatives directly linked to the clarified vision. This encompasses envisioning values central to changes and creating a valid and solidified mission.

Team leaders in Michelin would be able to shift from making decisions to enabling them to have productive results. Ballarin, the manager had imposed innovation to be borne inherently in the employees, in alignment with organizational objectives. Interrogating the concepts of how employees could make decisions on their own, and problems that could be solved without assistance helped in the discovery and focus of factors like quality, maintenance and industrial engineering.

1. Communication of the vision: Large-scale alterations can only be possible when large numbers of individuals rally around common opportunities. They must be urgently brought in for driving changes in a similar direction. This can be ensured through efficient communication regarding changes, addressing the concerns of people honestly, and applying the vision to all factors of operation.

Ballarin made sure that he initiated meetings between the appointed teams to remind them of the whole point of discovering solutions. He encouraged his employees to be bold and creative and described the meaning of empowerment to the teams.

Discussion at Hornburg and Le Puy pilot teams would be conveniently managed to configure issues. Teams were asked to meet for a minimum of 15 minutes to highlight equipment problems and ably coordinate the timing of production.

1. Removal of obstacles: Eradicating barriers like inefficient hierarchies and processes would provide certain liberty for working hard to generate a positive and productive impact. It can entail the identification of change leaders for delivering modifications and checking the organizational structure for the description of compensation and performance systems while ensuring they are all in line with the organizational vision. Rewarding people correctly and taking quick action can necessitate changes to take place.

Workers at Michelin were asked to focus on expanding their freedom in one or two areas, and gradually increasing it for more. Leaders had given teams nearly eleven areas to select from, as per their expertise and knowledge. Although the advancements were slow initially, but the progress at teams Le Puy and Hornburg was typical. Somehow, Duplain, the team leader at Michelin, realised how he was not familiar with all the particulars of the job roles of employees. He was left shadowed by a few subordinates who wanted to figure out where employees could expand their responsibilities. Shift scheduling needed to be the first duty. At Hornburg, persistent workflow issues, and a lack of internal coordination and communication were prevalent.

1. Creation of “short-term wins”: Wins are the molecules for bringing about results and need to be identified, communicated and collected. It should be done in periodic intervals for tracking progress and to energise volunteers to efficiently persist. The creation of short-term targets would make things easier and achievable, instead of having long-term difficulty laden endeavours. Earlier targets should not be chosen when they are expensive as investments should be justified in every project.

The simple fixes observed through the conduction of meetings between the pilot teams gave agenda and purpose to little efforts that could be fruitful in Michelin. The endeavour of coordinating production timing could simply cause reduced downtime from about two hours a day to negligible or nil.

1. Building on changes by sustaining acceleration: The increasing credibility should be able to improve structures, policies and systems. Involved individuals should be relentless while initiating change until the vision becomes a reality (Rajan and Ganesan 2017). It can be ensured through proper analysis of improvements and events while setting goals to build on the momentum.

The team members at Le Puy and Hornburg continuously looked for areas where they would need to be self-directed. In the later phases, they also took over management of attendance and set up social groups like WhatsApp for facilitating real-time decisions on staffing. Ballarin also paired with an enterprising manager called Marsal to host monthly phone conferences while setting up an online space called “MAPPEDIA”. Here, teams could be sharing findings and addressing common issues efficiently.

1. Anchoring changes in the corporate culture: Articulation of the connection between behaviour and organizational success would involve ensuring their continued approach till they become strong enough for replacing old mannerisms.

Focusing on Consumer Interests

To further scale-up, Ballarin and Marsal had higher goals. They played the recorded videos of selected teams to summarize the performance-based gains and noted the scores of employee engagement. The R&D heads chose to maximize business diversity geographically, by expanding in USA, Germany, France and Poland. They also reviewed practices that were catalogued in “MAPPEDIA”. Conduction of multiple events generated over 900 ideas, including multiskilling, cross-team coordination, enriched decision making and leading safety and quality. Factories also developed various training programs on emotional intelligence and concepts of “leading from behind”. Front-line workers could be equipped with information equal to the leads and managers. The organization could regain faith in the people and become invested in their skills, and substantially reward their valuable contributions. 

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