Volume : 5 | Issue : 1 | JANUARY 2016 • ISSN No 2277 - 8179

Research Paper

Management
Factors Affecting the Teamwork KEYWORDS : Team, Teamwork and
Teamwork Effectiveness
Effectiveness in Hotels in Odisha

Ashish Mohanty Ph.D Scholar, Department of English, Ravenshaw University, Cuttack, Odisha,

Prof.(Dr.) Biswajeet
Professor & Director, Asian School of Business Management, Bhubaneswar, Odisha,
Pattanayak

ABSTRACT Effective teamwork has a positive influence on the performance of organizations. Now a days organisations are
striving to improve the effectiveness of their teams in order to be competitive in the market place. The objective of this
study was to investigate the factors determining the effectiveness of teamwork in the classified hotels in Odisha. This study adopted descrip-
tive research design. A purposive sampling method has been used to collect data from 100 employees from various classified hotels in Odisha.
Tools of descriptive statistics and factor analysis were employed to analyze the data. The study found that leadership, communication, deci-
sion making, trust and performance feedback had a great impact on teamwork effectiveness in the hotels in Odisha. Based on the findings
necessary intervention strategies have been suggested.

Introduction Another definition of team according to (Katzenbah and Smith

Post 1990, the liberalisation, privatization and globalization ,1991) is “a team is a small number of individuals associated in
(LPG) has brought in a sea change in the bureaucratic and some joint action, with a strong, deep seated, common sense
mechanistic organizational designs across the globe. There is of purpose” (Garner, 1998). Team members are mutually com-
a shift from bureaucratic and mechanistic to team based ap- mitted, mutually supportive, and collectively responsible for the
proach. Small, medium and large organizations began to believe achievement of team goals and objectives. Real teams create
that the development of strong and effective production and synergy; they perform at levels above that of groups. Team mem-
managerial teams will lead to the potential for higher perfor- bers work closely and freely with each other to achieve their
mance and increased job satisfaction. Thus, organizations across common performance goals. Real teams perform tasks that can-
all sectors are now encouraging the team development and not be achieved by individuals alone (Garner, 1998).
functioning.
Teamwork effectiveness
The research studies reveal that in spite of endeavours by re- On a broader perspective, effectiveness includes a variety of out-
searchers trying to investigate the factors affecting the teamwork comes that matter in organizational settings. These outcomes
effectiveness, quantitative evaluation of specific factors have occur at various levels: at the individual, group, business unit,
largely been inconclusive and emphasised the need for further re- and organizational levels. Outcomes can be related to one an-
search (Schwartzmann, 1986), there exists a gap as to determine other in complex and sometimes conflicting ways (Argote and
the determinants affecting the teamwork effectiveness prevalent McGrath, 1993), effectiveness at one level of analysis can inter-
in hotels and what are its implications especially regarding ser- fere with effectiveness at another level. Thus, it is important to
vice organisations. Thus the study has been taken up so as to find be clear about the dimensions of effectiveness that are being
out that how effective teamwork can help to develop better work considered and the level at which they are being considered.
culture and climate and address the void that exists as identified Effectiveness can be segregated into three major dimensions
in literature reviews and research findings and help in adding to according to the team’s impact on: Performance effectiveness,
the existing body of knowledge. team members’ attitude, and behavioral outcomes.

Definitions of key terms Objective of the Study

Team To establish factors affecting teamwork effectiveness in the ho-
A team is a group of people with a full set of complementary tels in Odisha.
skills required to complete a task, job or project. Team members
operate with a high degree of interdependence, share authority Review of Literature
and responsibility for self-management, are accountable for the In any workplace, employees and employers need to work to-
collective performance and work toward a common goal and gether in harmony as a team to achieve their organizational
shared rewards. A team becomes more than just a collection of objectives. Naturally, teamwork is considered to be one of the
people when a strong sense of mutual commitment creates syn- most powerful tools in achieving specific goals in any business
ergy, generating performance greater than the sum of the perfor- area, sector or activity (Carmen et al., 2013). There are many in-
mance of its individual members. ternal and external factors that separate effective and ineffective
teams. Moreover, what makes some teams effective may make
Teamwork other teams ineffective; That said, there are a few determinants
Teamwork is the process of working collaboratively with a group of effective teamwork that are common to teams of all types.
of people in order to achieve a goal. It is often a crucial part of a These factors include leadership, communication, decision mak-
business, as it is often necessary for colleagues to work well to- ing, trust, performance feedback, social relationships, coordina-
gether, trying their best in any circumstance. Further, it means tion, cohesion, conflict management and adequate resources.
that people will try to cooperate, using their individual skills
and providing constructive feedback, despite any personal con- Determinants of Effective Teamwork
flict between individuals. Andrew Carnegie defined teamwork Leadership
as “Teamwork is the ability to work together toward a common Leadership should reflect the team’s stage of development.
vision, the ability to direct individual accomplishments toward Leaders need to maintain a strategic focus to support the or-
organizational objectives. It is the fuel that allows common peo- ganisation’s vision, facilitate goal setting, educate, and evalu-
ple to attain uncommon results” (Ventura and Templin, 2005,1). ate achievements (Barczak, 1996; Proctor-Childs, Freeman and

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Miller, 1998). When leaders delegate responsibility appropriately, work (Loxley, 1997).
team members become more confident and autonomous in
their work (Capko, 1996). (Kane, 1975) suggested that leadership Cohesion
be allocated to the team member with the most expertise, rather Team cohesion acknowledges members’ personal attraction to
than being linked to professional groups. the team and the task. Members cooperate interdependently
around the team’s task in order to meet team goals (Pearce and
Communication Ravlin, 1987). Cohesion can be fostered through small team
Communication involves an observable interchange of infor- sizes, similar attitudes and physical proximity. It also increases
mation and subtle interactions of power, attitudes and values with accurate performance feedback, success in adversity, good
(Loxley,1997). Effective teams require reliable communication communication and conformity to norms (Husting, 1996).
processes, with clearly defined responsibilities and appropri-
ate delegation (Husting,1996). Joint decision making and for- Conflict Management
mal and informal interchanges can also enhance communica- Team conflict can source both creativity and destruction. For
tion (Headrick et al., 1998). As a major form of communication, teams to value creative contributions and promote effective
meetings need to have clear agendas, and be managed so that problem solving, diversity needs careful management (Payne,
all members contribute (Loxley, 1997). In addition, clear two- 1982). Teams need mediation strategies to manage conflict and
way communication channels across team boundaries and with avoid its destructive interference (West, 1994; Firth-Cozens,
the organization ensures the relevance of the team’s functioning 1998). Conflict management influences individual’s well-being,
(Firth-Cozens, 1998). group performance and organizational effectiveness (Carsten et
al., 2001). Conflict arises between two or more parties because
Decision Making of some misunderstanding, miscommunication or dissatisfac-
A broad range of members’ knowledge and skills usually con- tion faced by people in the organization. (Thomas,1992) defines
tributes expanded information and generates more legitimate conflict as a “disagreement in opinions between people or group,
decisions. However, individual autonomy may decrease as deci- due to differences in attitudes, beliefs, values or needs. Conflict
sions are shared and responsibility diffused to all team members pervades all the functional areas in the organizations and if
(Kirkman and Rosen, 1999). In addition, there are varying needs well-managed, promotes vital organizational outcome (Tjosvold,
for different types of decision making processes depending on 2008).
the nature of the team’s purpose and its developmental stage.
Democratic voting schemes reduced the decision making time Adequate Resources
and limited interpersonal conflict, at a cost of decreased partici- (West,1994) emphasized that organizations need to provide
pation and acceptance of the decisions made (Green and Taber, teams with adequate financial resources, administrative and
1980). In contrast, when team members were fully informed and technical support and professional education. A safe physical en-
participated in decisions, they were more committed and pro- vironment where team members work in close proximity to each
ductive (Blechert et al., 1987). other can promote communication and cohesion (Sundstrom et
al., 1990). The real cost of setting up and maintaining teamwork
Trust need to be formally recognized and sufficiently resourced (Lox-
The ability to trust originates from self-knowledge and com- ley, 1997).
petence. Trust must be slowly built up across team members
who have different competencies, assumptions and priorities, Research Methodology
through developing confidence in each other’s competence and This study adopted descriptive and empirical research design.
reliability. Trusting individuals are willing to share their knowl- The study utilised both primary and secondary data. The target
edge and skills without fear of being diminished or exploited. population is the employees of classified hotels in Odisha and
They often have an increased capacity for individual learning convenience sampling was used to come up with a 100 sample
(Bassoff, 1983). Incorporated with trust is respect for another’s size. Secondary data was gathered from various sources includ-
skills and expertise (Ivey et al., 1988; Loxley, 1997). ing published articles, on-line journals and websites. The vari-
ables of effective teamwork were measured in 5 point Likert
Performance Feedback Scale format ranging from 1- ‘Strongly Disagree’ to 5 ‘Strongly
Individuals, the team and the organization all require accurate Agree’. The researchers mainly used Descriptive Statistics and
and timely feedback about the team’s performance in order to Factor Analysis through SPSS in efforts to analyse the data and
maintain their effectiveness. (Hackman,1990) recommended to meet the overall objective of this study. The findings were
balancing the more traditional individual reward systems with then presented in form of summarized tables with statistical
team-based incentives that are contingent upon the whole Mean, Standard Deviation, Percentages, Eigen values and Vari-
team’s performance, and emphasize co-operation rather than ances.
competition.
Method of Analysis, Results & Discussion
Social Relationships Factor analysis was undertaken for the study using a co-variance
Social networks within and beyond teams also enhance indi- Matrix as input to test the factors to evaluate the distinctiveness
viduals’ access to strategic information, facilitate a better un- of the measures used in this study. The primary data analysis
derstanding of team tasks and an increased belief in the team’s was carried out on the basis of objectives set for the study. The
effectiveness (Kirkman and Rosen, 1999). primary dataset analysed comprehensively on the basis of effec-
tive teamwork such as identification of determinants of effective
Coordination teamwork, the interrelationships between them.
Coordination is described as the orderly interpersonal actions
required to perform complex tasks (Pearce and Ravlin, 1987). Descriptive Statistics
Teams need to harness the variety and minimize the differences Descriptive statistics provides simple summaries about the
of members, to ensure that expert skills and knowledge are well sample and about the observations that have been made. Such
utilized. Throughout a team’s development and evolution, its co- summaries may be either quantitative, i.e. summary statistics, or
ordination needs will vary. However, a shared understanding of visual, i.e. simple-to-understand graphs. These summaries may
the team’s purpose and culture facilitates coordination as team either form the basis of the initial description of the data as part
members accept the costs and recognize the benefits of team- of a more extensive statistical analysis, or they may be sufficient

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Research Paper

in and of themselves for a particular investigation. Table – 3: Communalities

Initial Extraction
Table – 1: Descriptive Statistics Leadership 1.000 .765
Determinants of Effective Communication 1.000 .694
N Mean Std. Deviation Decision Making 1.000 .833
Teamwork
Trust 1.000 .766
Leadership 100 4.82 .386 Performance 1.000 .571
Communication 100 4.76 .495 Feedback
Decision Making 100 4.84 .443 Social Relationship 1.000 .699
Coordination 1.000 .452
Trust 100 4.24 .429 Cohesion 1.000 .895
Performance Feedback 100 4.08 .464 Conflict 1.000 .876
Social Relationships 100 3.74 .676 Adequate Resources 1.000 .762
Extraction Method: Principal Component Analysis.
Coordination 100 3.91 .452
Cohesion 100 3.67 .711
Communalities
Conflict Management 100 3.65 .730
The amount of variance that a variable shares with all other var-
Adequate Resources 100 4.80 .402 iables included in the analysis is referred to as communalities.
Valid N (list wise) 100 The proportion of common variance presents a variable that is
known as the communalities. A variance that shares none of its
In the first attempt, the analysis was made on the variance variance (or random variance) would have communality of 1.
of impact of determinants of effective teamwork by using the Variance that shares none of its variance with any other varia-
mean and standard deviation. Table-1 illustrates the mean and bles would have a communality of 0.In factor analysis; efforts are
standard deviation of the 10 determinants of effective teamwork made to find common underlying determinants of mall manage-
taken under the study. The descriptive statistics show that the ment and common variance within the data. Table-3 presents
respondents belonging to various classified hotels in Odisha the output of communalities to find out the common relation-
have considered Leadership, Communication, Decision Making, ship among variables.
Trust and Performance Feedback as important determinants of
Effective Teamwork with the mean values of 4.82, 4.76, 4.84, 4.24 Extraction Method: Principal Component Analysis (PCA)
& 4.08 and standard deviation of .386, .495, .443, 429 & .464 re- While making factor analysis, it is fundamental to find out as
spectively. The results of the mean values and standard deviation to how much common variance exists in the current primary
suggest that these five determinants are important as far as the data or it may be called as common variance. To do the factor
effectiveness of teamwork in hotel industry in concerned. analysis, the researcher intended to find out the proportion of
common variance executing a PCA and Alpha factoring. These
Factor Analysis estimates have extracted little communality which can be calcu-
Factor analysis denotes a class of procedures primarily used for lated to represent the multiple correlations between each vari-
data reduction and summarization. It is an advanced method ance and the factors extracted. It is shown that a wide range of
to reduce a large number of variables to a manageable level for communalities exist between .452 to .895. Since each variable
logical interpretation and inference. Relationship among sets share with other variables is significant. It is clearly understood
of many interrelated variables is examined and represented that all the indicators relating to the determinants of customer
in terms of the key underlying factors. The co-variation among satisfaction are commonly associated and there is a strong inter-
the variables is described in terms of a small number of com- relationship among the variables.
mon factors along with a unique factor for each variable. Prin-
cipal Component Analysis (PCA) with a varimax rotation was Table – 4: Total Variance Explained
performed on 10 factors to outline the determinants of effective
Extraction Sums of
teamwork. Initial Eigen values Squared Loadings
Compo-
nent
Total % of Cumula- Total % of Cumula-
Test of KMO and Bartlett’s Test of Sphericity Variance tive % Variance tive %
The use of KMO and Bartlett’s test of Sphericity is primarily essen- 1 2.317 23.170 23.170 2.317 23.170 23.170
tial to measure the sample adequacy for using the factor analysis. 2 1.504 15.041 38.211 1.504 15.041 38.211
3 1.231 12.315 50.526 1.231 12.315 50.526
The small values of the KMO and Bartlett’s test indicate that the 4 1.217 12.166 62.692 1.217 12.166 62.692
correlation between pairs of variables can’t be explained by other 5 1.045 10.449 73.142 1.045 10.449 73.142
variables and the factor analysis may not be appropriate. 6 .795 7.954 81.096
7 .724 7.236 88.332
Table – 2: KMO and Bartlett’s Test 8 .617 6.165 94.497
9 .450 4.500 98.997
Kaiser-Meyer-Olkin Measure of Sampling 10 .100 1.003 100.000
.527
Adequacy. Extraction Method: Principal Component Analysis.
Approx. Chi-Square 231.164
Bartlett’s Test of df Factor Analysis, Eigen values, Variance
45 Table-4 represents the output related to the Eigen values, and
Sphericity
Sig. .000 variance percentage. The ten factors are classified as Leader-
ship, Communication, Decision Making, Trust, Performance
The null hypothesis states that the population correlation matrix Feedback, Social Relationships, Coordination, Cohesion, Conflict
is an identity matrix. The hypotheses is rejected by the Bartlett’s Mangement and Adequate Resources. Out of ten factors, five fac-
test of sphericity (.500).In this analysis, the value of KMO sta- tors viz., Leadership, Communication, Decision Making, Trust
tistics is .527 which is greater than the given value. Thus, factor and Performance Feedback with Eigen values equal to or greater
analysis may be considered as an appropriate technique for ana- than 1 explained almost 75 per cent of variance in the dataset.
lysing the data pertaining to the determinants of effective team-
work as the sig. value for Barlett’s Test of Sphericity is .000 which Factor 1 (Leadership): Factor 1 i.e, leadership with an Eigen
is less than P<0.05. value of 2.317 (Table-4) accounted 23.170 per cent of total vari-
ance. The relatively large proportion of variance explained by

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this factor suggests that leadership is an influential determinant reinforce leaders who demonstrate either transformational or
of effective teamwork. It may further be explained that the first transactional styles of leadership. It is important to help leaders
factor signifies that leadership plays a major role in effectively identify the appropriate situations to apply each style of leader-
managing employees in a team. ship and understand whether a combination or individual style
is most effective.
Factor 2 (Communication): Factor 2 i.e, communication with
an Eigen value of 1.504 (Table-4) accounted 15.041 per cent of In addition to leadership, there are other factors by which the
total variance and a cumulative variance of 38.211. The relatively teamwork effectiveness can be improved. Communication sys-
large proportion of cumulative variance explained by this factor tems can be tailored to reinforce such beliefs in a team. The
suggests that communication is also an influential determinant study suggested that communication is the major differentiat-
of effective teamwork. The second factor signifies that communi- ing factors when it comes to the smooth flow of information
cation is one of the major differentiating factors when it come to through various channels within an organisation. The findings
the smooth flow of information through various channels within of this study corroborates to previous studies of (Husting, 1996)
an organisation. and (Headrick et al., 1998). Therefore, the teams need to develop
clear structures and maintain explicit processes through agreed
Factor 3 (Decision Making): Factor 3 i.e, decision making with and formal systems of communication and co-ordination. When
an Eigen value of 1.231 (Table- 4) accounted 12.315 per cent of all team members are cohesive, make decisions jointly and man-
total variance and a cumulative variance of 50.526. The relatively age conflict, the team is more effective.
large proportion of cumulative variance explained by this fac-
tor suggests that decision making is a significant determinant of The study has revealed that decision-making is one the impor-
effective teamwork. The factor elucidates the fact that decision tant dimensions for any organisation when it comes to manag-
making is the key in a service driven organisation such as hotel ing and controlling human resources through various strategies
in managing and controlling the human resources. and implementation of key policies. This contributes to more
information and generates more legitimate decisions. As (Green
Factor 4 (Trust): Factor 4 i.e, trust with an Eigen value of 1.217 & Taber, 1980) contend, democratic voting schemes reduced the
(Table- 4) accounted 12.166 per cent of total variance and a cu- decision making time and limited interpersonal conflict, at a
mulative variance of 62.692. The relatively large proportion of cost of decreased participation and acceptance of the decisions
cumulative variance explained by this factor suggests that trust made.
is a significant determinant of effective teamwork. The result
of the factor suggested that proportion of variance is relatively The study showed that trust is a very positive and an influenc-
good and hence trust amongst the individuals builds a long last- ing factor as far as the teamwork effectiveness is concerned in
ing fruitful relationship and creates a climate of harmony within an organization. This is aptly supported by the study of (Bas-
the team. soff, 1983), who asserts, trusting individuals are willing to share
their knowledge and skills without fear of being diminished or
Factor 5 (Performance Feedback): Factor 5 i.e, performance exploited. They often have an increased capacity for individual
feedback with an Eigen value of 1.045 (Table- 4) accounted learning. Team members must simultaneously recognise and
10.449 per cent of total variance and a cumulative variance of value their contribution to the team. With sufficient self knowl-
73.142. The relatively large proportion of cumulative variance edge, individuals can trust and respect the contributions of their
explained by this factor suggests that performance feedback is colleagues. Team leaders need to understand when they should
a significant determinant of effective teamwork. The factor sug- adopt benevolence and credibility strategies to maintain a high
gests that through a proper feedback channel the employees can level of trust with team members. Therefore, organizations
get adequate information pertaining to the job and evaluation of should conduct trust-building training.
their performance.
Finally, the study revealed that performance feedback is a sig-
Discussion nificant determinant of effective teamwork. This factor suggests
The results of the study demonstrated five important factors that through a proper feedback system, the organisation can
that are responsible for affecting the teamwork effectiveness in reap rich benefits of maintaining and sharing adequate infor-
hotels. The findings identified factors such as leadership, com- mation about employees’ performance and suitably reward the
munication, decision making, trust and performance feedback deserving ones. The finding of the study supports the study of
as the important determinants of teamwork effectiveness. The (Hackman,1990) who recommended balancing the more tra-
findings of this study emphasise that organizations should di- ditional individual reward systems with team-based incentives
rect their efforts towards activities and systems that will boost that are contingent upon the whole team’s performance, and
the teams’ belief in their capacity perform. Setting of clear emphasise co-operation rather than competition. Both individu-
goals, effective leadership, improving supervision and manage- als and the team need regular feedback and recognition of their
ment skills, building teamwork, and recognizing and rewarding progress towards the team’s goals.
employee performance are key mechanisms that can contribute
to such beliefs. Support from the top management and proper In summary, out of ten factors taken under the study, five fac-
organizational structure along with optimum contributions tors viz., leadership, communication, decision making, trust and
from individual team members can make an environment for performance feedback have been identified by the respondents
effective teamwork. Explicit leadership styles can be appropri- as the important determinants of teamwork effectiveness in ho-
ate to the team’s overall development. The study supports the tels in Odisha.
contention that effective leaders help build high belief in team
potency and high level of team satisfaction and corroborates Managerial Implications
the previous studies of (Barczak, 1996; Proctor-Childs, Freeman Our study provides some managerial implications for team
& Miller, 1998) who stated that leaders need to maintain a stra- practices. This study confirmed the five factors viz., leadership,
tegic focus to support the organisation’s vision, facilitate goal communication, decision-making, trust and performance feed-
setting, educate, and evaluate achievements and (Capko, 1996) back are the important determinants of teamwork effective-
who elucidated that leaders delegate responsibility appropriate- ness. Teams drive organisational success, though developing and
ly, team members become more confident and autonomous in leading high- performance teams is one the most complex tasks
their work. Consequently, organizations should select, train, and facing any leader in the current competitive work environment.

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Research Paper

Therefore, effectively developing team trust in the team leaders demonstrated various antecedents of teamwork effectiveness.
and among team members is a critical issue in the team context. It is not possible to investigate all the ways to enhance team-
Further, it is imperative for the leader to effectively communi- work effectiveness in a single study. Hence, future research
cate information, to decisively take appropriate decisions, to may find more factors that are important to the teamwork ef-
properly evaluate the performance of the employees within the fectiveness.
organisation. Team leaders or managers should work on being
active transformational leaders to help foster effective teamwork Finally, because of these limitations, the results of this research
among team members, which in turn will facilitate the develop- may not reflect management in different kinds of organizations,
ment of collective efficacy and ultimately enhance team perfor- such as service industries in general, banking and insurance, re-
mance. tail, hospitals, etc. Nevertheless, the limitations of this research
can also serve as a guideline for further research, as discussed
Suggestions/Recommendations below.
Based on the findings of the study, the researchers have suggest-
ed various measures to improve the teamwork effectiveness in Scope for Future Research
the classified hotels in Odisha. As explained in the previous section, three limitations have
been identified in this study that could be overcome in future
1. Although the hotels have been successful in promoting team research and the limitations of this study have provided oppor-
work amongst its employees, in order to remain profitable tunities for further research in terms of the scope of the study.
and competitive in the market, the hotels should continu-
ously encourage good leadership by determining a good de- First, this study focused on classified hotels in Odisha state. Fu-
gree of supervision that is adequate to arouse high motiva- ture research may consider the applicability of the findings to
tion among team members. other industries, such as private organizations in other cities in
2. The hotels’ management is required to find ways to monitor India. This is important in order to get findings that represent a
supervision and autonomy and interdependence of teams variety of groups of organizations and industries.
among the various teams of the members of their organisa-
tion. Second, this study was focused on Odisha state. Future research
3. And, if this was done, then it would be possible for the ho- may apply these findings in other neighbouring states such as
tels to be able to know the degree of supervision and au- West Bengal, Andhra Pradesh, Jharkhand, Bihar, etc. Future re-
tonomy and interdependence that its members required to searchers may consider other states in India as a focus of the
work to their fullest potential and how such degree would study or as a comparison study.
be brought into practice in an harmonious manner without
causing disruptions within the hotel’s systems and process- Finally, five factors of teamwork effectiveness were identified for
es. this study. Therefore, future studies should include more ways to
4. The hotel management needs to promote a culture that is enhance different dimensions of teamwork effectiveness. Many
acceptable by all employees and which all employees are studies have shown various antecedents that increase teamwork
comfortable with. The employees should also be involved effectiveness. Future studies can compare these different factors
in decision making and employ an efficient communication against each other to see if any factors are redundant and which
system that avails information to all stakeholders. factors are more influential.
5. In order to realize teamwork effectiveness, there is a need
for the hotels to improve the channels of communication Conclusion
and in particular as relates to problems and conflicts resolu- This chapter has discussed the conclusions and interpretations
tion among team members. regarding the empirical research. Conclusions about the factors
6. To improve effectiveness of teamwork, there is a need for affecting the effectiveness of teamwork have been discussed. The
the hotels to establish a culture that has in built mecha- implications for theory and practice, along with the limitations
nisms of assessing individual employees’ needs, strengths of the research and the implications for further research have
and priorities and how this could be harnessed to improve also been discussed. The results of this research have identified
productivity of individual employees so that they could be five factors that are critically important in affecting the effective-
enabled to work towards surpassing individual set targets in ness of teamwork in hotels in Odisha. These findings add to the
line with the hotel’s overall business focus. theory of teamwork effectiveness by by emphasizing the role of
7. Lastly, the hotels are advised to give more emphasis on reg- team management in the organisations on team performance.
ular training and development programmes for both front However, most team leaders or team managers overlook their
line executives and staff to enhance their team skills and importance in relation to internal connections. Hence, further
interpersonal skills which can be a critical initiative toward investigations on the ways to maintain and develop effective
organisational teamwork effectiveness and productivity. teamwork practices are required.

Limitations
This study has the following limitations:
• First, this study focused mainly on classified hotels in Odi-
sha. The results of these findings may only be applicable to
similar organizations. Therefore they cannot necessarily be
generalized to other organizations, such as small and medi-
um-sized enterprises.
• Second, this study was conducted in only one state: Odisha.
The results may not be applicable to other states within the
country.
• Third, five factors were identified as the important determi-
nants of teamwork effectiveness in the study. Many other
factors could have not been included. Therefore, the sugges-
tions for identifying five factors of teamwork effectiveness
cannot be considered comprehensive. Many studies have

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