INFLUENCE OF TEAMWORK APPROACH ON PROJECT PERFORMANCE:

A CASE OF ROAD CONSTRUCTION IN KERICHO COUNTY, KENYA

BY
ZIPPORAH WAMBUI WAWERU

A Research Project presented in partial fulfillment of the requirements for the Award of a
Master of Arts degree in Project Planning and Management of the University of Nairobi

2018
 DECLARATION
This research project is my original work and has not been presented for a degree or any other
award in any other university.

Signed _____________________________ Date__________________________

ZipporahWambuiWaweru
Registration Number. L50/6480/2017

This research project has been submitted with my approval as the University of Nairobi Supervisor.

SIGNATURE…………….............................. DATE……………………………………
PROF.CHRISTOPHER GAKUU
LECTURER: ODeL CAMPUS
UNIVERSITY OF NAIROBI

ii
 DEDICATION
This project is dedicated to my family for their support through my study. Without their
patience, understanding, support and above all their love it would not have been possible. I thank
them for their great support, guidance and encouragement throughout my academic journey.

iii
 ACKNOWLEDGEMENT
I wish to pass my special thanks to my supervisor Professor Christopher Gakuu who has been
instrumental in this research proposal writing and for his invaluable guidance and support. His
opinions, constructive criticism, comments and suggestions greatly helped shape this research
proposal to completion. I also would like to thank Dr. Ouru for taking his time to assist me in
identifying the mistakes I have made so far while developing this research proposal. His passion
and patience was live and cannot go unnoticed.

I want to recognize and appreciate the support I have received from my husband Davis, and my
three wonderful children; Randall, Jayden and Ryan they have provided unending inspiration and
encouragement. To my mum Mary thank you for encouraging and believing in me to pursue my
dreams and for instilling discipline in me.

I also acknowledge the support from all the lecturers who assisted me reach this far, it is through
their guidance that has given me the knowledge and enabled me to write this research proposal.
More thanks goes to the University of Nairobi specifically to the School of Open, Distance and
eLearning Nakuru Campus for their endless support and their patience with my many questions
during this research proposal writing period.

To my fellow classmates whom I shared with in this journey, thank you for all your contributions
during class presentations; your input to my research proposal was immense. More appreciation
goes to all my friends who helped or contributed in one way or the other to the progress of this
noble course.

To my Employer Kenya Rural Roads Authority thank you for providing a good environment and
for giving me the time to do this research project. To my colleagues in Kericho, KeRRA office I
acknowledge your input and even standing up for me when I was away doing this research project.

Lastly, I would also like to thank the Almighty God who always guide me to work on the right path
of life. Without his grace this research project could not be achieved; I can only affirm that „„I can
do all things through Christ who gives me strength‟‟.

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 TABLE OF CONTENT
TITLE………………………………………………………………………...…………….….PAGE
DECLARATION ............................................................................................................................... ii

DEDICATION .................................................................................................................................. iii

ACKNOWLEDGEMENT ............................................................................................................... iv

LIST OF TABLES ........................................................................................................................... ix

LIST OF FIGURES ...........................................................................................................................x

ABBREVIATIONS .......................................................................................................................... xi

ABSTRACT ..................................................................................................................................... xii

CHAPTER ONE .................................................................................................................................1

INTRODUCTION ..............................................................................................................................1

1.1 Background of the Study ............................................................................................................1

1.2 Statement of the Problem ...........................................................................................................3

1.3 Purpose of the Study ...................................................................................................................4

1.4 Objectives of the Study...............................................................................................................5

1.5 Research questions .....................................................................................................................5

1.6Significance of the Study.............................................................................................................5

1.7 Limitations of the Study .............................................................................................................6

1.8 Delimitations of the Study ..........................................................................................................6

1.9 Basic assumptions of the study...................................................................................................6

1.10 Definitions of Significant terms ...............................................................................................6

1.11 Organization of the study .........................................................................................................7

CHAPTER TWO................................................................................................................................8

LITERATURE REVIEW ..................................................................................................................8

2.1 Introduction ................................................................................................................................8

2.2 Empirical literature on Teamwork and Project Performance .....................................................9

2.2.1 Global perspective on teamwork and Project performance .................................................9

2.2.2 Regional perspective on teamwork and Project performance............................................10

2.2.3 Kenyan perspective on teamwork and Project performance ..............................................11

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 2.3 Team work approach factors ....................................................................................................12

2.3.1 Team Trust .........................................................................................................................12

2.3.2 Team spirit .........................................................................................................................13

2.3.3 Recognition and Rewards ..................................................................................................14

2.3.4 Team leadership .................................................................................................................15

2.4 Theoretical Review ...................................................................................................................15

2.4.1 The Star team Model ..........................................................................................................15

2.5 Conceptual framework .............................................................................................................17

2.6 Knowledge gap .........................................................................................................................18

2.7 Summary of Literature reviewed ..............................................................................................19

CHAPTER THREE .........................................................................................................................20

RESEARCH METHODOLOGY....................................................................................................20

3.1 Introduction ..............................................................................................................................20

3.2 Research Design .......................................................................................................................20

3.3 Target Population .....................................................................................................................20

3.4 Sample and Sample size ...........................................................................................................20

3.5 Research Instruments ................................................................................................................21

3.5.1 Piloting of the study ...........................................................................................................22

3.5.2 Validity of the Instruments ................................................................................................22

3.5.3 Reliability of the Instruments.............................................................................................23

3.6 Data Collection Procedure ........................................................................................................23

3.7 Data Analysis techniques..........................................................................................................23

3.8Operationalization of Variables .................................................................................................24

CHAPTER FOUR ............................................................................................................................25

DATA ANALYSIS, PRESENTATIONS AND INTERPRETATIONS ......................................25

4.1 Introduction ..............................................................................................................................25

4.2 Demographic Information ........................................................................................................25

4.2.1 Gender proportion..................................................................................................................25

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 4.2.2 Academic Qualification .........................................................................................................25

4.2.3 Duration worked for KeRRA ................................................................................................25

4.3 Teamwork and Project performance.........................................................................................26

4.3.1 Relations between teamwork and Project performance ........................................................26

Table 4.2 Relationship between teamwork and project performance .........................................27

4.3.2 Road Project performance indicators ....................................................................................27

4.4 Influence of Teamwork on project performance in Road Constructions .................................28

4.4.1 Team trust ..............................................................................................................................28

4.4.2 Team leadership .....................................................................................................................28

Table 4.5 Team leadership ..........................................................................................................29

4.4.3 Team spirit .............................................................................................................................29

4.4.4 Recognition and Reward .......................................................................................................30

4.5 Correlation test .........................................................................................................................30

Table 4.8 – Correlation matrix ....................................................................................................31

4.6 Regression analysis...................................................................................................................31

Table 4.9 Coefficients .................................................................................................................32

CHAPTER FIVE ..............................................................................................................................33

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS.......................33

5.1 Introduction .........................................................................................................................33

5.2 Summary of the findings ..........................................................................................................33

5.3 Conclusions ..............................................................................................................................34

5.4 Recommendations ....................................................................................................................35

5.5 Suggestions for further Research ..............................................................................................36

REFERENCES .................................................................................................................................38

APPENDICES ..................................................................................................................................42

Appendix i : Letter of Transmittal ..................................................................................................42

Appendix ii: Questionnaire .............................................................................................................43

Appendix iii: University of Nairobi Authorization Letter ..............................................................48

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Appendix v: NACOSTI Authorization Letter ................................................................................49

Appendix vi: NACOSTI Permit .....................................................................................................50

Appendix vii: Originality Report ....................................................................................................51

viii
 LIST OF TABLES
TITLE………………………………………………………………………...……….….PAGE
Table 3.1 - Sampling matrix ...................................................................................................... 24
Table 3.2 – Operationalization of variables .............................................................................. 24
Table 4.1 – Period worked ........................................................................................................ 26
Table 4.2 – Relationship between teamwork and project performance .................................... 27
Table 4.3 - Project Performance indicators ............................................................................... 27
Table 4.4 – Team trust............................................................................................................... 29
Table 4.5 – Team leadership ..................................................................................................... 29
Table 4.6 – Team spirit ............................................................................................................. 29
Table 4.7 – Recognition and reward ......................................................................................... 30
Table 4.8 – Correlation matrix .................................................................................................. 31
Table 4.9 - Coefficients ............................................................................................................. 32

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 LIST OF FIGURES
Figure 2.1 – Star model ............................................................................................................. 19
Figure 2.2 - Conceptual Framework ......................................................................................... 20

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 ABBREVIATIONS
CPI – Cost Performance Index

KeRRA – Kenya Rural Roads Authority

KURA – Kenya Urban Roads Authority

KeNHA – Kenya National Highways Authority

OPI – Overall Performance Index

TPI – Time Performance Index

RBV - Resource Based Value

ODeL - Open, Distance eLearning

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 ABSTRACT
Teamwork approach is a feature of the construction industry in the sense that construction
projects are delivered by various professions who work as a team. These professionals may
include architects, contractors, material suppliers, specialists, government planners and
engineers. Teams in construction projects are developed as soon as they begin a new project.
Little focus has been given to teamwork in road construction projects in this country. It is
believed that adoption of teamwork enables project teams to create an environment that
facilitates knowledge sharing among employees. Despite these initiatives, team work approach
in road construction projects still requires much attention and improvements. Thus, with the
key objective in project management being ensuring successful completion of projects and
given the fact that project managers have been reluctant in adopting teamwork due to limited
research and inconsistencies in research findings, the need for more research in this area is
identified. KeRRA projects are not exception and therefore, there was need to carry out the
current study to establish the effect of team work approach on performance of road
construction projects in Kenya. In Kenya team work has been encouraged in every sector,
more especially in construction industry so as to improve performance and create good
working environment. It is not clear whether teamwork in road constructions yield any result at
the end of the projects. This study therefore, was a descriptive-based research looking at the
contribution of teamwork approach to project performance. In particular, this study focused on
team leadership, team trust, team spirit, recognition and reward and how they influence road
construction project performance in Kenya. The target population included KeRRA
officials/project managers, consultants and contractors at Kericho County, giving a total
number to eighty three (83). Since the population was small, census sampling technique was
appropriate; this means the entire population in this research was subjected to the study.
However, the study adopted a stratified random sampling method to split the population into
three strata (i.e. KeRRA Project managers/coordinators, consultants and contractors).
Questionnaires and interview schedules were used to collect the data. The collected data were
cleaned, coded and entered to a computer Statistical Package for Social Sciences (SPSS)
program for analysis. The responses from the open-ended questions were listed to obtain
proportions appropriately; the responses were reported by descriptive narrative. The findings
showed that teamwork has been encouraged in road construction projects; however, effort is
still required to improve the initiative and ensure that teamwork is fully implemented in
construction projects. It was found that findings showed that team trust, team leadership, team
spirit, recognition and reward had positive significant relationship with project performance.
The finding showed R square value as 0.588; indicating that team trust, team leadership, team
spirit, recognition/reward accounts for 58.8% of performance of road construction projects.
The study recommends for a well defined and realistic goals, roles and responsibilities in
construction projects. More so, the government must formulate policies to support team efforts
in construction projects. There is an opportunity to advance this research further by examining
factors relating to personal traits of team members in construction project and to establish their
influence on project performance.

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 CHAPTER ONE
INTRODUCTION

1.1 Background of the Study

Teamwork approach has emerged recently as one of the most important ways in which project
work is reorganized and get accomplished (Waterson et al. 2007). Team work is not only applied in
manufacturing, but also in management, service oriented activities, construction projects, and other
accomplishments. Teamwork in project management refers to the ability for project members to
work efficiently as a team (Wang, et al., 2005). Thus, teamwork represents a set of values that
encourages listening, responding constructively to views expressed by others, providing support and
recognizing the achievement of others.

Teamwork is regarded as a key contributor to performance as it provides the means through

which team players are able to integrate a multitude of expertise required for successful completion
of a project (Mendelsohn, 2008). In most projects, project participants are drawn from different
organizations and also from disparate areas of specialization. In addition, project team members
usually undertake non-repetitive tasks to produce the expected output through application of
specific skills, knowledge and expertise. In order to achieve high level of project performance,
project team members must be fully integrated and focused on project objectives which call for high
level of teamwork (Cheng, et al. 2006).

Recent developments in teamwork in public sector organizations have heightened the need to
determine better ways to utilize teams, especially in the construction industry (Waterson et al.
2007). Teamwork is regarded important in construction industry where assignments and tasks are
shared by various players as a team (Chow et al., 2005). These players include; designers,
architects, contractors, suppliers, surveyers, and other stakeholders (Winch, 2009). Highly effective
teams have proven to establish good working relationships and potentially achieve good
performance, since misunderstandings in teams are eliminated (Demkin 2008). Due to this, the
concept of working together collaboratively as a team by pooling knowledge and experience
ensures quality and timely accomplished projects.

The nature of the construction projects is divided into achievable fragmented tasks.
Occasionally, the design phase in a project is considered a different separate activity of the
construction phase (Anumbaet al. 2009). The achievements or success of a construction work is
shown by project performance. The project performance will always dependent on various factors
including; nature of the project, contractual agreements, relationships between players in the
project, competency of project managers, and the abilities of the key team players (Chow et al.,
2005).

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 Project performance is usually judged and quantified by performance measurement such as
financial resources spent, completion period, achievements of milestones and quality of work.
Performance measurement is the common method to collect and report the information related to
the inputs, efficiency, and effectiveness of a construction project (Takim, Akitoye and Kelly
2008).Furthermore, measurements are crucial for tracking, forecasting, and controlling the
important variables in the end to ensure the success of projects (Stevens 2006).

According to Evbuonwan and Anumba (2008) part of the reasons for poor performance of
project delivery in the construction industry is due to the inability of project participants to work
collaboratively. They also examined the main causes of poor performance are shortage of labor,
untrained manpower, inexperienced contractors, poor management exercises, lake of advanced
technology, adversarial relationships, claims, change orders, competition, corruption, manpower
costs, unproductive labor, poor quality construction, government rules and regulations, fluctuation
in building material prices, unavailability of resources, lack of scheduling and planning
effectiveness.

Project performance therefore, can be regarded explicit and verifiable achievements that reflect
progress toward achieving project objectives. Performance in construction projects rely on how well
projects teams are constituted (Anumba et al. 2009). Therefore, it is extremely important for project
teams, regardless of their size, to maintain good performance for a project to successfully complete.
To maintain high performance team in construction projects, it is necessary to consider such
imminent factors as: skills, interests, values, spirit of collaborations, sound behaviors, good
leadership and continual improvement (Omid and Mehdi 2016).

Currently, there are many ongoing road construction projects in Kenya, there have been efforts
towards successful and fast completion. As a result, teamwork has been one of the strategies
adopted to ensure successful completion of such projects. Teamwork enables project members to
work efficiently and effectively as one team. Thus, teamwork approach provides a set of values that
encourages listening, responding constructively to views expressed by team players and the ability
to recognize achievement of others (Wang, et al., 2005).

The popularity of teams in road projects has amplified over the past decade. Numerous road
construction projects use teams to implement day to day activities to assist them in attaining
strategies to cope with complexity and completion, especially in meeting demands and expectations
(Winch, 2009). Consequently, teamwork has been impacted by diverse and exceptional features in
the construction industry. This is seen more in the application of integrated project delivery method,
where teams start to work as one unit, creating faster delivery times, minimizing costs, and creating
an enjoyable working relationship for the entire project team (Omid and Mehdi 2016).

2
 Cornick and Mather (1999) emphasized the need for construction companies to more embrace
teamwork than just individual work based assignments, due to the workload, complexity and
duration to achieve a completion of a construction project. As indicated by Alshawi and Faraj
(2002), a typical construction project is a collaborative venture that involves a number of different
stakeholders to form a team. This team is responsible for planning and execution of project
activities. According to Emmit and Gorse (2007), construction project teams are grouping of
interested parties brought together for a specific construction project. Usually, a typical construction
project team comprises of; a project manager as an owner‟s representative, architect, or engineer for
the design team and the contractor. Additionally, there are other people under each of these
categories, for instance, surveyors, inspectors,construction workers, and others (Omid and Mehdi
2016).

According to Dinsomore and Cooke-Davies, (2006) a sound effective teamwork and clear goals
are major elements of construction project success. Parker (2008) further added that scope of the
work is brought off in a much better way when goals are apparently defined and substantially
understood and thus prospects of project and team success is increased. Therefore, collective
responsibility is widely recognized as a positive driver for teamwork in any project. This study
therefore seeks to establish the influence teamwork approach on project performance in road
construction industry in Kenya.

1.2 Statement of the Problem

One of the most significant trends in the world has been the increasing amount of project
activities across different sectors and industries (Winter & Szczepanek, 2008). With the utility of a
project being dependent upon successful completion, the search for ways of enhancing project
performance has been on for several years. However, in many organizations, there hasbeen much
emphasis on personal capabilities especially, in projects where the concept of teamwork is sidelined
by most managers. Most project managers in construction sector, do not see importance of
teamwork approach as a way to boost performance, this has lead them to achieve low productivity.
In road construction sector, project activities are highly interdependent, and therefore, require team
members work together to complete assigned task, and must work extensively with other players.

An analysis of existing literature on project management and the role of teamwork and
leadership in project success resulted in findings that are inconsistent. For instance, although several
studies (Keller, 2002; Waldman & Atwater, 2014; Tabassi& Babar, 2010; Kissi, et al., 2013) found
transformational team leadership to be a predicator of project performance. Keegan (2014) in his
study, found no significant relationship between team leadership and project performance. Other
studies like (Chan, et al., 2011; Wang, et al., 2015; Mishra, et al., 2011) found that project
manager‟s leadership style, teamwork and project performance are highly correlated. This shows
3
that teamwork is an important factor that in one way or the other play a role in project
performance. However, measurement of individual performance is still the focus of most research,
and many appraisal and reward systems, despite the increase in teamwork approaches.

Further, despite Yang, et al., (2011) findings that project characteristics moderates the
relationship between teamwork and project performance, Gowan and Mathieu (2015) found that
some project characteristics such as technical complexity and project size have no impact on project
performance. This is an evident that it is uncertain to rule on the influence of team work on project
performance. One possible explanation to the non-conclusive results from the aforementioned
empirical studies might be due to the fact the studies assessed direct relationships between team
leadership and project performance and did not introduce other variables that more defines
teamwork.

In Kenya team work has been encouraged in every sector, more especially in construction
industry so as to improve performance and create good working environment. Researchers,
practitioners and scholars have established that there is positive link between teamwork and desired
performance (Njanja et al. 2013; Kelemba and Chepkilot 2017; Nyarangi 2012). However, little
focus has been given to teamwork in road construction projects in this country. It is believed that
adoption of teamwork enables project teams to create an environment that facilitates knowledge
sharing among employees. For instance, the government initiated performance contracts that have
encouraged team work among employees, project partners as each player is expected to perform at
best to meet targets. Another initiative is ISO compliance; project teams are expected to work
closely and adhere to ISO standards so that quality is not compromised.

Despite these initiatives, team work approach in road construction projects still requires much
attention and improvements. Thus, with the key objective in project management being ensuring
successful completion of projects (Toor & Ogunlana, 2010; Love, et al., 2011) and given the fact
that project managers have been reluctant in adopting teamwork due to limited research and
inconsistencies in research findings, the need for more research in this area is identified. Kenya
Rural Roads Authority (KeRRA) projects are not exception and therefore, there is need to carry out
the current study to examine the influence of team work approach on success of road construction
projects in Kenya.

1.3 Purpose of the Study

The purpose of this study was to establish effects of teamwork approach on project performance, a
case of KeRRA road construction in Kericho County.

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1.4 Objectives of the Study
The study sought to achieve the following objectives:

1. To determine the influence of team leadership on project performance of road

constructions in Kericho County
2. To establish the influence of team trust on project performance of road
constructions in Kericho County
3. To determine the effect of team Spirit on project performance of road constructions
in Kericho County
4. To assess the influence of recognition and reward on project performance of
road constructions in Kericho County

1.5 Research questions

The study sought to answer the following research questions:

1. Did team leadership influence project performance of road constructions in Kericho

County?
2. To what extent did team trust influence project performance of road constructions in
Kericho County?
3. How did team spirit influence project performance of road constructions in Kericho
County?
4. To what extent did recognition and reward influence project performance of road
constructions in Kericho County?

1.6Significance of the Study

This study contributed to the body of knowledge relating to project performance and road
construction projects, specifically on teams and teamwork approaches. Besides focusing on success
aspects of road construction projects, it was also predicted this study will assist project managers
and construction team leaders in road construction understand factors that contribute to creation of
effective project team.

The findings from this study will assist the policy makers especially in government construction
projects to formulate appropriate regulations to guide successful projects. It will also guide the
government in setting up a benchmark policy through which teamwork approach will be adopted in
public construction projects. More so, this study is anticipated to stimulate other researchers to
continue research on teamwork approach and performance in road construction projects.

Focusing in academics, this study contributes to literature or body of knowledge on teamwork

and its role in contributing to overall project performance. From a managerial perspective, this
5
study guides senior managers and project leaders to improve their understanding of teamwork
approach and project performance. Consequently, they will learn on how to develop effective
project teams based on competencies and skills of project executors.

1.7 Limitations of the Study

This research focused on influence of teamwork approach on the performance of road
construction projects in Kericho County. Since there were many ongoing road construction projects
in this county, the researcher came across limitations such as inadequate time and resources to fully
complete the study. Time constraint limited the scope and content of this study, while inadequate
resources hindered success of this research project.

Another limitation was the tendency of respondents not able to divulge needed information. Due
to the oath of secrecy taken by people who were involved in this study; it was difficult for them to
divulge information which was required to accomplish this research. As a solution, researcher
sough research permit and convinced respondents that this research was solely carried out for
academic purposes.

1.8 Delimitations of the Study

The structure of this study was descriptive in nature and was delimited to contractors,
consultants and project managers that oversee road construction projects in Kericho County. This
County is one of the Counties that have benefited from the National Government initiative of Low
Volume Seal roads which is among the 10,000 Kilometers in the current Jubilee Government
manifesto. The research sample composed of eighty three (83) respondents; and since the researcher
was a KeRRA staff stationed in Kericho County, it was easy to conduct and collect necessary
data/information that aided success of this research project.

1.9 Basic assumptions of the study

This research was based on these assumptions: first, the sample size in this study was
proportionate and representative enough to provide credible information required in concluding the
study. Secondly, it was assumed that all the sampled respondents were to provide the required
information without any refuse or difficulty. Thirdly, it was assumed that data gathering instruments
(Questionnaires and Interviews) used in this study, collected valid and reliable data for the study.
Lastly, it was assumed that the findings from this study are valuable not only to road construction
projects but to other kind of construction projects too.

1.10 Definitions of Significant terms

Team - A group of people with a full set of complementary skills and competencies required to
complete a task, job, or project.
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Teamwork -is a combined action in a group, especially when effective and efficient. It brings
people together, to cooperate, using their individual skills to ensure they work together to
accomplish an assignment.

Project - It is an individual or collaborative task/accomplishment that is carefully planned to

achieve a particular aim or objectives at a given time.

1.11 Organization of the study

This research project is composed of the following sections:

Chapter one: This is introductory section; it elaborately provides background to the Study,
Problem statement, Objectives, research questions, Significance of the study, Limitation,
Delimitation, Definition of terms and Organization of the study.

Chapter two: This section provides literature review; it entails giving an overview of concepts
and work related to this study. It reviewed literature on concepts that relate to the study, theoretical
review, empirical review, research gaps and finally gives a conceptual framework that guided this
study.

Chapter three: This part of the study provides research methodology that is going to be adopted
for this study. It elaborately gives; Research design, the study population, Sampling procedures,
Sources of data, Data collection instruments, pretest/pilot study, Data collection, Data analysis and
presentations.

Chapter four: This section presents the findings of the study. After collecting data, they are
analyzed to yield summarized and concise findings. Thus, the value of the study depend on what is
contained in this (results) section and it must be presented in an absolutely clear manner guided by
the objectives stated in the first chapter of the document.

Chapter five: This is the section that the researcher explains meanings and implications of the
results presented in the previous chapter. It contains summary of the findings, conclusion,
recommendations both from the study and areas for future research.

7
 CHAPTER TWO
LITERATURE REVIEW

2.1 Introduction
The influence of team work on project performance has been a topic of many researches done
by academics and practitioners for the previous years (Jones et al, 2017). The motivation being the
belief that team work influences project performance. This chapter gives a review of literature from
various sources on team work and how it influences project performance. Teamwork is the concept
of putting people together to work cooperatively towards achieving a certain goal. It has become
important for many large projects to adopt teamwork and to harness individual‟s teamwork ability.
Hence, it has become a strategy to accomplish tasks in most projects. This is due to the belief that
teamwork gives players a sense of ownership and encourages cooperation (Adeleke, 2008).

It is common to hear of management teams, production teams, service team or even whole
organizations being referred to as teams that is, many organization today are moving towards “team
based” approach to work, this means that working in teams is the basic method used to get work
done in these organizations. As a result, employers stress the importance of employees working as a
team and advertise for staff with the ability to work in such a way (Richard, 2001). According to
Steiner (1972) teamwork is not novel concepts; it has been there for many years. In the 1980s
automotive manufacturing industries embraced team-oriented approaches when United States firms
strategies to combat Japanese competitor who were quickly gaining market share.

Brown et al (2006) on their study found that teamwork can be more useful than the tradition
method for making decisions; it has proved to be quick and efficient in decision making.
Nowadays, the use of team in construction sector is growing, thus, organizations are always looking
for effective ways to assess their own teams. It‟s been suggested that forming a very powerful
project team will result in satisfactory project outcomes that surpass standards and, in turn, increase
efficiency as a whole. Teamwork in construction projects is regarded as the best initiative for
ensuring that a project is spearheaded by experts working together in groups and a way to ensure
that a project is delivered within stipulated time frame.

As indicated by Cornick and Mather (2009), the construction team is organized around specific
trades and functions, with project team members selected on the basis of technical and financial
soundness of design, and the competitiveness of the tender sum. Focusing on organizations‟ individual
professional capabilities has resulted in construction teams working towards individually-defined
objectives, often are in disagreement with other team members. More importantly, team work is gaining
popularity in road construction projects, given its nature of collectiveness, collaboration and sharing of
tasks and responsibilities.
8
2.2 Empirical literature on Teamwork and Project Performance
Teamwork approach at work increases the efficiency of the employees, thus influencing overall
performance in organizations. It is easy for each team member to learn their roles and
responsibilities and to ensure they work with the rest of their team. Workers get opportunity to
understand how to effectively speed up work processes and to ease the work load of their peers
(Clark, 2007). This peer influence is commonly recognized in projects that are team oriented; it
helps instill culture of communal responsibility and help the project activities flow and work
towards accomplishment of the assignment given.

2.2.1 Global perspective on teamwork and Project performance

According to Iranian Construction Company, teamwork is critical in the attainment of project
objectives in that the responsibility of implementing various activities rests with project team
members (Omid and Mehdi 2016). By encouraging teamwork in projects, managers place team
members in their right positions. As a result, team members feel valued hence, helps the team
member feel more ingrained in the assignment (Aydin &Ceylan, 2009). In this endeavor, team
members do not work only to ensure tasks are completed but also ensures that they do not let their
team down.

Therefore, embracing teamwork can improve learning and is a much needed skill in today's
workplaces. With well planned out tasks, good leadership, guidance, and close supervision, it is
easy to make team exercises extremely valuable (Hackman, 2010). Teamwork is a joint action by a
group of people; in which each team membergive his or her individual interests and opinions
towards unity and efficiency of the group. This does not mean that the individual efforts are
notvaluable; however, it means that teamwork approach goes beyond individual accomplishments
(Reenen, 2007). The most effective teamsareachieved when all the members involved harmonize
their contributions and work towards a common goal.

Teamwork has become an important part of the working culture and many businesses now look
at teamwork skills when evaluating a person for employment. Cohan and Bailey (2017), showed
that 85% of large organizationsespecially those with large number of employees have embraced
teamwork. In this case, commitment of each team member towards a common purpose in a team is
very crucial. It is therefore good for individuals to learn to work in a team environment so that they
will have teamwork skill when they are engaged for a task. Also, studies have shown that
employees learn best from tasks that are carried out in a social manner (Dunkerley, 2005).

In a study by European Working Condition Observatory (EWCO 2017) in Germany showed

80.6% of construction project executors work in teams (Winter &Szczepanek, 2008). Therefore,
team work is becoming important in today‟s construction projects that are complex and require
9
multiple professions and skill sets. High group morale and unity, cooperation and trust
characterizeeffective teamwork (Dawson, 1997). In teamwork, every member is regarded valuable;
consequently, leadership roles and responsibilities are shared among all members. In most cases,
members agree to disagree; they work to settle conflicts, to make decisions, and to proceed to work
together as a group (Garrido, 2005).

In Saudi Arabia, the construction projects need different people with varied specialization, skills
and experience, and require them to work together. Here, attention is given to the talents and skills
which each member posse‟s ant can be tapped to improve on project performance (Mitra and Tan,
2012). It is always important to know the abilities of every team player so that each is given task
that suits their competencies (Nguyen, 2003).

According to Chan, et al., (2011) in their study carried out in Hong Kong, they found that there
is a positive relationship between teamwork, members‟ job satisfaction and project performance.
Gido and Clements (2011) in their study, concluded that there are important characteristics of
effective teams, which include; unity, sharing, cooperation, trust, timely effective communication
and good ethical behavior. These characteristics are important factors in teamwork that eventually
contributes to project success.

Yang, et al., (2013) carried a study on effects of project manager‟s leadership on project
performance in the Taiwanese construction industry. The finding showed that there is a significant
relationship between team leadership and project performance; meaning sound leadership in
teamwork, motivates members to work tirelessly towards achieving the objective laid. It is therefore
important to note that the success of a project is heavily dependent on good leadership, strategies to
curb conflicts, effective communication, comprehensible goals and establishing good trusting
relationships within teams (Kerzner and Saladis, 2013).

2.2.2 Regional perspective on teamwork and Project performance

A study carried out in Uganda hospitals showed that teamwork plays a multitude of roles, in
managing modern organizations. It emphasized that team members need to work closely,
dedicatethem to work and be willing to act accordingly. To resolve challenges that may arise, the
team needs to be accorded support and resources to deal with them in a constructive manner
(Tukahebwa 2010).

In South Africa, teamwork is becoming lucrative business idea, and most organizations have
work on team based approach responsibilities, whereas in Ethiopia 60 percent of construction
projects have adopted team-based structure that has proved to be effective. Team members support
each other, besides deciding on a common approach to accomplish their task, resolve conflicts and
make decisions (Gordon 2012).
10
 According to Kerznerand Saladis (2013) there are challenges that can impede team spirit, these
include; poor communication channels, low motivation to workers, unclear targets and poor project
control. Stevens and Campion (1994) reviewed literature on knowledge, skills and ability need for
teamwork and concluded that good interpersonal relations, team spirit initiative, trust, respect,
discipline, collaborative behavior and cooperative attitude of team members are factors that lead to
good team performance. A well stipulated structure and defined roles lead to good coordination and
a clear leadership within a team (Molleman et al., 2004).

In most African countries, use of work teams or a group of employees with interdependent
interactions and mutually-shared responsibilities, has improved dramatically during the past decade.
A study conducted by Ondumune (2014) in Nigeria, indicated that over 40% of the 200
organizational units studied were using teams and over 50% had more than half of their employees
working in teams. Lawler et al. (2015) proved the trend continues to gain momentum, where 60%
of the 113 organizations studied in Ethiopia stated increments in their use of teams over the next
decade. Only 3% plan to discontinue the use of teams. This is an indication that teamwork has taken
root as better and efficient method of getting work done in most organizations in developing world.

2.2.3 Kenyan perspective on teamwork and Project performance

Many organizations in Kenya have embraced teamwork in their operations, it has become part
of management initiatives designed to improve employee productivity. Teamwork approach
empowers people and helps them develop autonomy, which is a source of good performance by
employees. In a study carried out in SOS schools in Eldoret-Kenya, findings showed that for a
realization of teamwork performance in any project, good communication, leadership and effective
coordination is key and this contribute to better performance (Ooko 2015). In this context,
teamwork consists of interdependent individuals, due to the tasks they perform, and view
themselves and are viewed by others as a social entity. Consequently, work groups and teams
constitute two or more individuals, who exist to perform organizationally relevanttasks, share goals
and task interdependencies, interact socially, maintain and manage boundaries, and exist within an
organizational context.

A study carried out in UNOPS-EAH, Kenya showed that sound communication channels, team
collaboration, and trust within team groups leads to improved teamwork performance. Teamwork
also support employee exchange of ideas; sharing of work experiences; networking; information
dissemination and sharing; partnership among employees; closeness between employees and
managers; working on joint tasks and sharing of ideas are positive impactsin teamwork performance
(Aziz 2017). A team is no longer a group of people working in the same area, using the same
equipment, dealing with the same clients within the same location. Nowadays, a team is comprised

11
of people from different organizations, located around the globe with a high degree of
interdependence geared toward the accomplishment of mutual goals.

From the study by Mungeria (2012), it was clear that, success of any activity carried out in a
group relies on leadership skills by team leader. This is because in a team, very member posses‟
skills that are exhibited at the same time, therefore, it requires good leadership to ensure that
members complement each other within the group. Consequently, complex work is achieved
through combined efforts of all team members. It is therefore, important that a team leader acquire
the skills necessary to lead the rest of the members in the group. By so doing, the team members
will have good sense of direction and guidance and eventually result in success of the project.

According to Oduor (2015), there was no clarity on the nature/ levels of work engagement,
teamwork and perceived organizational support in the media houses surveyed. The study found that
teamwork and perceived organizational support have positive and significant influence on work
engagement. It can be concluded that teamwork is critical in the attainment of project performance
targets. Teamwork is a key determinant of project performance and hence project managers should
adopt ways of enhancing teamwork through effective communication, stimulating team members
intellectually through examination of project assumptions, seeking differing perspectives when
addressing project issues and suggesting new ways of executing project activities, and reducing
emphasis on identification of irregularities, mistakes and failures during project implementation.

2.3 Team work approach factors

In today‟s world, organizations in the construction sector have adopted teamwork approaches to
allow them compete in global markets and meet customer expectations. To ensure that teamwork
becomes successful and effective, construction companies need to promote, emphasize and
adopteffectivenessamong teamsthat are assigned task to execute. The following are factors that can
be used to determine effectiveness of teamwork.

2.3.1 Team Trust

According to Jones et al (2017) employeeswho are grouped to work as a team produces more
output as compared to individual employee given same task. Team members tend to develop
confidence in each, thus, achieving confidence in each other leading to competence and good
productivity. Jones on his study concluded that trust is one major attribute required among team
members (Jones et al, 2017). People often portray a typical construction project team as a team that
includes a project manager as an owner‟s representative, architect, or engineer for the design team
and the contractor.

Additionally, there may be people under each of these categories, i.e., construction workers,
superintendent, etc. Construction stakeholders are regularly viewed as closely associated with the
12
construction project‟s team, in which their responsibility and authority range from occasional
contributions in surveys and focus groups to full project sponsorship, such as providing financial
and political support. Trust therefore is a virtue that ensures that all the stakeholders work
seamlessly to ensure work processes are shared and carried out professionally without conflicts.

According to Mickan and Rodger (2000) there is positive association between team trust and
performance. Trust is an attribute that give yield to behavioral basis of teamwork, which results in
team synergy and productivity. Development of trust within the project teams relies on individual
member in a group. On the other hand, creation of conducive environment for synergetic teamwork
is the responsibility of project leaders and the company. Creation of conducive and the trustable
environment for synergetic teamwork is the responsibility of organization. Organization should
transform the trustworthy behavior for measurement into performance appraisal system to promote
the organizational values (Erdem et al., 2003).

According to Manz and Neck (2002) a goodproject performance is only achieved when there is
cooperation and unity between project executors. Cooperation of the team members can be achieved
when the trust is regarded important value of the team formation. Trust allows team members to
discuss their mistakes, accept criticism and freely expresses their feelings, thus, leading to more
cooperation and unity among team members (Edmondson, 2009). Hartenian (2013) noted that trust
in teamwork is one aspect that improvesindividual output and potentially raising performance of
teams in project execution. Given support from top management in a project, team members work
confidently and increases performance.

2.3.2 Team spirit

Organizations or projects that have adopted teamwork approaches have realizedbetter
performance, increased productivity and good decision making at work. Team spirit is one of the
key factors in team work; it enables team members share their problem and resolve conflicts with
each other (Jaworski & Kohli, 2003). Team spirit is built from team members‟ confidence in each
other. It involves individual members‟ feelings, beliefs, perceptions and values. Therefore, team
spirit becomes a key factor in achieving objective or set goals of the team (Boyt, Lusch & Mejza,
2005).

Participants in an effective team care about the group‟s well-being skillfully combined
individual talents with a positive team spirit to achieve results regardless of whether the program
effort is that of an individual or several individuals. Developing team skills have been seen as
important because of the tremendous explosion in the use of teams in work organization over the

13
last decade. Team spirit has been found that it dramatically affects project performance. Some
managers have credited teams with helping them to achieve incredible results.

According to Homburg, Workman & Jensen, (2002) team spirit is a valuable asset for team
members as well as a recipe for success in project management. This study further suggested that
more emphasis in improving team spirit resultsto a better performance. In another study that was
conducted in Korean hospitals indicated that team spirit has negative influence on performance of
physicians (Hwang & Chang, 2009). Therefore, it is evident that team spirit is major factor of team
performance in any assignment. The use of team work approach in execution of project activities,
require motivation of team members to ensure that team spirit is maintain throughout project cycle.

2.3.3 Recognition and Rewards

According to Rabey (2003) recognition and rewards are two primary issues of the individuals
who are working in teams. Teamwork is collectiveendeavor and therefore team members need to be
recognized and rewarded in order to boost on the motivation and morale of each individual in a
team. Managers are required to critically observe and monitors team members working potential or
performance and give credits where possible. According to Herzberg (1987) reward and recognition
can provide both intrinsic and extrinsic motivation. He reported that extrinsic rewards are the main
factor to provide employee movement in positive manner.

According to (Staniforth, 2000) teamwork is the collective work and therefore need an
appropriate reward system that is suitable and encourages membersto improve on the output. Team
leaders are expected to be friendly and be fair to team players; any assignment has to be coined
towards the overall objective or goal, in order to motivate team member to work towards achieving
the goal. Managers must plan and design an appropriate reward system for the employee and
encourage their participation in team projects. They must also set the group goals which are
connected towards the company strategic plan, building of employee performance and fair payment
methods. After implementation of above captioned concern, managers are able to establish their
teams. Periodically monitoring the team work activities in order to check its effectiveness should be
the primary focus of every business strategy (Musselwhite, 2001).

According to Anderson & West (2002) effective teamwork environment is one in which team
membersparticipate and work; thus require a reward system that is fair and satisfactory to each
member. Herzberg (1987) states that reward and recognition influence motivation of team players;
it catalyzes individual member of a team to work hard to achieve a milestone, and earn sense of
recognition and reward form the organization. It is important to reward and to appreciate the best
performing teams in a project. After every achievement of a milestone, team members are

14
encouraged by rewarding them. This is one way to ensure that project is executed as required and
project activities are completed in the right time.

2.3.4 Team leadership

A sound leadership is one important factor that needs to be instilling in teamwork. Good
leadership in teams, yield to a clear guide and procedures that result to a better achievements. Team
leaders therefore, are tasked with effectively guiding goal achievement, while considering team
member skills necessary to produce the desired output (Stallkamp, 2008).Most observers have
agreed that effectively managed workplace teams have contributed to improved processes ,
higher quality products and services, and more cost‐effective operations (Banker et al., 2006).

However, when team members are not in sync with the laid procedures, work ethics and
guidelines, there is a possibility of failure by team leaders; this lead to lack of focus and
control in teamwork, thus affecting the operations and execution of work (Thompson, 2000).
Cooperation of the team members can only be created when sound leadership comes to be most
important value of the team culture. A good leadership provides an atmosphere for the team
members where members can discuss their mistakes, accept criticism and freely express their
feelings so this leads to more synergy

A focus on balancing team leadership and need to achieveset goals as well as maintaining unity
and good relations among team members rely on leadership strategies that have been laid down to
guide project execution. Success in project performance therefore, can only be achieved througha
sound teamleadership. Essentially, team leaders should reflect behaviors that inspire and motivate
people to perform. Project team leaders and coordinators are expected to give sound leadership to
teams that execute activities in a project.

2.4 Theoretical Review

Theories provide a means for identifying and defining applied problems. Here we will look at
theories that explain teamwork and how it influence project performance in road constructions. The
Star team theory is much suitable to this study, it elaborates how various team attributes can
translate to better achievements.

2.4.1 The Star team Model

The Star team model developed by Jay Galbraith provides the substance (or content) to the
stages, situation and surroundings of the teamwork theory mentioned above. It helps to determine
what a team and team leader need to focus and put in place to ensure achievements. This theory
gives leadership strategies that every team leader need to adopt in order to perform well and lead

15
the rest of team members achieve good performance. It offers practical tips and guidelines to help
team leaders focus their activity. There are three key strengths that explain the model:

 Integration – this is centered on the need for leaders to align key elements so that
individual, team and organizational outcomes are achieved.
 Strengths-based – It emphasizes the emerging area of strength-based leadership
 Outside factors – it recognizes what is often missing from some leadership models;
that leaders need to be as adept at managing outside their team as they do within the team.

Figure 2.1 – Star model

Source: (Jay 1960)

The model stipulates that good team leadership is about creating the conditions that allow team
members share ideas, work together for a common goal to ensure uplift in performance. It is always
important to balance development of team member‟s strengths, with building good relationships
and connections between members, in the pursuit of challenging and meaningful team goals thus,
encouraging effective teamwork in a project.

This model therefore, shows that leadership is important to teamwork approach; it encourages
team members to work towards a clear vision and objectives, thus improving their performance. In
a project scenario, there must be clear objective and goal that allow individual team members to
work towards achieving it. Project leaders, coordinators, consultants and lead contractors are
required to provide sound leadership on how to execute project activities to ensure that a good
performance is achieved. This model/theory is more appropriate to inform this study since it focuses
on attributes that are key to team based activities.
16
2.5 Conceptual framework
This is a model/schematic diagram that elaborates the relationship between independent
variables and dependent variables used in this research. The conceptual framework for the research
is presented below:

Figure 2.2 - Conceptual Framework

Team leadership
 Prompt
communication
 Clear goals &
Objectives
 Top leadership
support

Team trust
 Behaviors
cooperation
 High level of Project performance in Road
Formation of
respect
 Trustworthiness of teams construction Projects
members  Productivity
Assigning  Quality of work
tasks to teams  Innovation
 Achievements /Milestones
Team spirit Execution of  Completed on time
 Unity and  Reduced waste of resources
tasks by teams
interactions
 High morale
 Good working
relationship

Recognition & Reward

 Good remuneration
 Promotion
 Token of
appreciation/ gifts

Independent Variable Dependent Variable

Source: Author, 2018

From the conceptual framework above, there are four independent variables; team leadership,
team trust, team spirit, recognition and reward while the independent variable is project
performance in road constructions. To elaborate on the relations of each of the variables as shown
above;
17
 Team leadership is believed to influence project performance. It entails giving direction, goals
or a general objective that every team member has to follow and strive to achieve. Team leadership
involves formulation of mission, vision, goals and core values that dictates the operations and
activities involved to ensure a project is successfully accomplished.

On the other hand team spirit is taken to influence project performance in the sense that; team
members shares opinions or challenges among each other and share with the project leadership. A
team is composed of a group of people who jointly work together in order to achieve team
objective. Team spirit involves issues touching group member‟s feelings, beliefs and values.
Therefore, team spirit in a project is key to achieve common goal of the team.

Team trust is another factor that is believed to be crucial in project performance. Trust is
achieved by team members when all players develop sense of confidence in each other capabilities.
Trust generates the behavioral basis of teamwork, which results in team synergy and better
performance of a project. Creation of conducive and the trustable environment for synergetic
teamwork is the responsibility of organization and project leadership.

Recognition and reward is also a factor in project performance. This is the primary focus of the
individuals who are working in teams. Project leaders are urged to plan and design an appropriate
reward system for teams and encourage them work hard to be rewarded and get recognized. They
must also set the group goals which are connected towards the project accomplishment, and the
overall achievement in the project. Ultimately, such initiative translates to better project
performance.

2.6 Knowledge gap

From the reviewed literature, the effect of teamwork on projects performance has been a topic
of many researches done by academics and practitioners for the previous years (Jones et al, 2008).
However, most of the studies that have been done in Kenya, focuses on the impact of teamwork on
employee performance (Njanjaet al. 2013; Kelemba and Chepkilot 2017; Nyarangi 2012) and none
has focused on teamwork and construction project performance. The main likely reason for this is
the belief that teamwork can stimulate individual‟s input and therefore, result to the overall
performance. Teamworkhas been deliberated by many researchers and found tofocus in achieving
organizational goals and performance. Given the focus of this study, few studies have been done to
establish the effects of teamwork on project performance, more importantly, none have focused on
road construction projects in Kenya. It is through this fact that this study be done to ascertain the
effects of teamwork on the performance of road construction projects in Kenya.

18
2.7 Summary of Literature reviewed
It is presumed that there is a relationship between teamwork and projects performance. From the
literature, researchers have suggested that effective team approaches are effective strategies to
improve project performance. Elaborate understanding of the impact of teamwork on project
performance is important because teamwork is regarded as a driving force for boosting project
performance. In projects, teams are formed to execute specifictasks that focus one clear goals and
obective. Once the target is achieved, these teams are in most cases disbanded and team members
go back to their routine tasks.

In construction industry each project needs different people in accordance with their
professionalism, knowledge, and experience, and requires them to work and coordinate with other
stakeholders. It always deal with the relationship between teams, tasks, and leadership units. It is
sufficient to say that teamwork is dominant in construction‟s cultural tradition and at the foundation
of successful construction projects. It is therefore imperative to understand the value of teamwork
and its effects on project performance at large.

19
 CHAPTER THREE
RESEARCH METHODOLOGY

3.1 Introduction
This part of the study elaborately explains methodology used in the research. It has such
subsections; research study design, population, sampling design, data collection instruments, data
collecting procedures, data analysis, and presentation and interpretation techniques.

3.2 Research Design

According toLavrakas (2008) and Kothari (2004) research design is the overall plan for
obtaining answers to the questions being studied. It is a plan by which study findings is achieved
and interpreted. It is therefore a methodology adopted for collection and analysis of data based on
purpose and research objectives. This study adopted a mixed approach that involved the use of both
qualitative and quantitative approaches; at same the time employing a descriptive survey design.

It was quantitative on one part because empirical data was used to determine correlation
coefficient between variables and perform non-parametric tests to test the validity in the
relationship between variables in this study. This design was found more appropriate because it
allowed respondents to comfortably provide information on the issues of interest to the study,
(Cooper & Schindler, 2006). This research design was used since it enabled the researcher to
observe and gather data from the respondents in their natural setting without manipulating their
environment. Other research designs were not suitable for this study. The data was collected,
analyzed and finally presented in tables and in form of charts.

3.3 Target Population

Population is the total collection of all the elements about which the researcher wishes to use
(Cooper and Schindler, 2006). The study population for this study comprised of KeRRA
officials/project managers, consultants and contractors giving a total number to eighty three (83).
These were individuals who are involved in road projects in Kericho County. Respondents were
required to provide information by filling questionnaires and participated on an interview session
that yielded the necessary data needed for this study.

3.4 Sample and Sample size

Sampling design is the procedure by which a sample is selected from an entire population.
Sampling involves selection of some part of a population in order to observe and estimate some
characteristics about a whole population where generalization can be made (Thompson, 2010). A
sample in this context is a representative group of the target population that is obtained using
various sampling methods (Cooper and Schindler 2006).
20
 In this case, the population engaged was regarded small and therefore, census sampling
technique was appropriate; i.e. subjection of the entire population to the study. However, the study
adopted a stratified random sampling method to split the population into three strata (i.e. KeRRA
Project managers/coordinators, consultants and Contractors). This method was considered
appropriate since the population of the study has unique characteristics and can be divided into
groups (strata) with each group (stratum) capable of being studied independently without interfering
with one another during the course of the study as shown in the table 3.1 below.

Table 3.1 Sampling matrix

Strata (Population) Sampling method Sample size

KeRRA managers or Project Census 20

coordinators

Project Consultants Census 42

Constructors Census 21

Total 83

Source: Author (2018)

3.5 Research Instruments

Data was obtained using self-administered questionnaires and Interviews. They were used to
obtain the desired information from the population of interest and each item designed addressed a
specific objective of the study. The questions were simplified in order to promote convenience and
ease of use by the respondent.

A questionnaire is a data collecting instrument containingquestions for the purpose of gathering

information from respondents. Questionnaires are more appropriatethan other types of data
instruments in the sense that they are cheap and not require much effort from the questioner, and
often have standardized answers that make it simple to compile data.

Conversely, questionnaires are limited by the fact that respondents must be able to read the
questions and respond to them. Thus, for some demographic groups conducting a survey by
questionnaire may not be practical. In view of the context in which the research was conducted,
interviewing road project contractors alone was not sufficient. To get a second opinion, KERRA
managers and other project coordinators were required to fill a self administered questionnaire
comprising various items under study.

Interviews were used to providemore insight into the contractors‟ thoughts, ideas and memories
particularly on issues relating to the objectives in this study. Furthermore interviews helped the
21
researcher to understand more deeply into the issues and to clarify any doubts that may arise from
other sources. The interview guide was semi-structured, contained questions that were formulated
based on the objectives in this study.

In addition to the primary data sources, secondary sources were also used to provide
information. The researcher sought data from the Ministry of Transport documentation center,
annual reports and other published documents on road constructions in Kenya. Time Performance
Index (TPI) and Cost Performance Index (CPI) were computed for each of the project in which
complete data was available. Computation of TPI and CPI was derived as follows:
TPI = (actual contract duration/projected contract duration)
CPI = (actual contract cost /budgeted contract cost)

The computed TPI showed the efficiency in which project activities is undertaken, with index
less than one indicating completion of the project before the planned project duration; index equal
to one indicating completion of the project on time and index being greater than one indicating the
project had a time over-run (project taking a longer duration than planned).

On the other hand, CPI indicates the efficiency in which resources are utilized within the project
with index less than one indicating completion of the project at a cost lower than budgeted; index
equal to one indicating completion of the project within the budgeted cost, and index being greater
than one indicating the project had a cost over-run (project cost being greater that the budget). An
Overall Performance Index (OPI) was computed as an average of time performance index and cost
performance index.

3.5.1 Piloting of the study

Prior to data collection exercise, the researcher was required to pilot the instrument with other
project coordinators of other projects other than road construction projects within the Ministry. The
purpose of the pilot study was to enable the researcher to improve on the validity and reliability of
the data collecting instruments and to check for anomalies in the instruments. According to Kasomo
(2006), piloting provides a check on the feasibility of the proposed procedure for coding data and
shows up flaws and ambiguities in the instruments of data collection. It also yielded suggestions for
improvement of data collecting tools. In this case, questionnaire and interviews were administered
to five pilot contractors and project coordinators twice with a time lapse of one week.

3.5.2 Validity of the Instruments

From Mugenda and Mugenda (2003), validity is the accuracy and meaningfulness of inferences,
which are based on the research results. In this case, validity was tested by ensuring that each of the
items in the questionnaire and interview schedule addresses specific concept of study. More so,

22
data collecting instruments were issued to three experts who reviewed the contents in the
instrument. The opinion of the supervisor was sought on the structure and interpretation of the
questions.

3.5.3 Reliability of the Instruments

Reliability is the consistency of the instrument; it refers to the degree of getting consistent
results from the same instrument (Cronbach, 1951). Reliability is the the degree to which an
instrument measures the same way each time it is used under the same condition with the same
subjects.
In this case, Cronbach`s alpha tests was used to test the reliability. Six questionnaires were
piloted by issuing them to staff at KeRRA who was not included in the final study sample. The six
questionnaires were then coded in SPSS application to generate the reliability coefficient. When
high coefficient is seen, the implication is that, the factors are reliable and consistent in measuring
the concept.

3.6 Data Collection Procedure

The questionnaire was hand-delivered to the respondents to fill by the researcher. The filled
questionnaires were collected from the respondents after three days. An interview schedule was
used to collect data from the contractors. The responses obtained were recorded exactly as they are
expressed by the respondents. In addition secondary data were obtainedparticularly on road project
performance to ascertain the primary data obtained.

3.7 Data Analysis techniques

Data analysis involved synthesizing information gathered from the field using suitable statistical
techniques and models to make meaningful results. Numerical data was analyzed quantitatively,
specifically using descriptive statistics that included frequencies, mean, median and standard
deviation.
These statistics were presented in frequency tables, histograms and charts. Statistical Program
for Social Sciences (SPSS) software was used to analyze data descriptively (mean, mode and
standard deviations) and present them in tables, percentages and charts. To establish correlation and
effects of the variables, regression and correlation tests were carried out.

23
 The multiple regression equation for the study is shown below:

Y = β0 + β1X1 + β2X2 +β3X3 + β4X4 + ε0

where - β0 is the coefficient regression,
- β1, β2, β3and β4are the regression coefficients,
- Y is Project performance in Road construction
- X1, X2, X3 and X4 are the variables; team leadership, team trust, team spirit, recognition
and reward respectively.

- ε0 is the error term for the extraneous variables.

3.8Operationalization of Variables
Table 3.2 – Operationalization of variables

Variable name Notation Measurement Description

Project performance Y a. Time Performance a.TPI = (actual contract

Index (TPI) and Cost duration/projected contract
Performance Index duration)
(CPI) CPI = (actual contract cost
/budgeted contract cost)
b. Ordinal scale, 1-5
b. Rank order data
Team Leadership X1 Ordinal scale, 1-5 Rank order data

Team Trust X2 Ordinal scale, 1-5 Rank order data

Team Spirit X3 Ordinal scale, 1-5 Rank order data

Recognition & Reward X4 Ordinal scale, 1-5 Rank order data

24
 CHAPTER FOUR
DATA ANALYSIS, PRESENTATIONS AND INTERPRETATIONS

4.1 Introduction
This part of the study presents the analysis and the results. The analysis was based on the data
collected by use of questionnaires an interviews which were administered to KeRRA Project
managers/coordinators, consultants and Contractors in Kericho County. The information presented
is based on the objectives of the research.

4.2 Demographic Information

This part gives overview of the respondents based on demographic information such as gender
proportion, level of education and the duration at which they have worked in KeRRA in the region.

4.2.1 Gender proportion

It was necessary to know gender proportion of the respondents, the researcher found out that
the male respondents constituted 74.6% of all the respondents while female respondents were
25.4% .This is an indication that most road construction projects are mostly managed by males and
therefore gender proportions of male in this study was higher than that of females. Government
need to embrace gender equality in this sector.

4.2.2 Academic Qualification

The researcher wanted to determine academic qualifications of respondents;KeRRA Project
managers/coordinators, consultants and Contractors in Kericho County. The findings showed that
majority of them are graduates 34(41%), a number of them have master degrees 29(35%), while
12(14%) are diploma holders, very few 3(4%) have doctorate degree while small proportion had
other qualifications (e.g. CPA, certificates).

The possible reason for having high number of graduate proportion is because road construction
involve engineers who must qualified and registered under the Association of Consulting Engineers
of Kenya, and it is a requirement that one must be a graduate. However, given the complexity
nature of the project, other professionals with varied qualifications were involved.

4.2.3 Duration worked for KeRRA

The study sought to determine duration by which Project managers/coordinators, consultants
and Contractors have worked for KeRRA road construction projects in Kericho County. The
findings showed that majority 25(30%) have worked for period between 1-5 years (especially
contractors and consultants), while 20(25%) have worked for a long period of over 20 years (these
are project coordinators in KeRRA) , others 18(21%) have worked for a period 11-15 years and

25
12(14%) have worked for period between 16-20 years, few 8(10%) have worked for 6-10 years as
shown in table 4.1 below. This fact is attributed by the fact that most of the road construction
projects in this County were recently initiated and therefore, project players have not spent more
years working on these projects. However, there are KeRRA officials who have been working under
ministry of Transport and Infrastructure but also part of the road construction projects by playing
supervisorial role.

Table 4.1Period worked

Duration Frequency %
1-5 yrs 25 30
6-10 yrs 8 10
11-15 yrs 18 21
16-20 yrs 12 14
Over 20 yrs 20 25
Total 83 100
Source: Field Data 2018

4.3 Teamwork and Project performance

Adoption and use of teamwork in many aspects in organizations have proved to providea better
relationship between team members and potentially achieve high productivity, since high level
cooperation is achieved among team members. This has led to unity, combine efforts and diverse
thinking, geared to achieving success.

4.3.1 Relations between teamwork and Project performance

This sought to explore relationship between teamwork approach and project performance in
road constructions. The findings found that teamwork is encouraged in road construction projects in
Kenya, 53(64%); it was also clear from the findings that majority of project executors 78(94%) in
road construction projects has turned to believe on teamwork approach in such projects because it
contributes to good project performance. This is because collective action is widely recognized as a
positive force for teamwork to effectively spearhead a project successfully.

As a matter of fact, teamwork has not been given much emphasis in most construction projects,
however, this study has proved that most of the construction projects are now team based, and
however, there is still need for much emphasis to improve on team-based construction projects in
the country as shown in table 4.2. It is therefore important that the government formulate policies
to support team work in construction projects. This will give a clear framework on how to deal with

26
multi stakeholder construction projects and to ensure that projects are executed jointly by experts
and professionals.

Table 4.2 Relationship between teamwork and project performance

Response Encouragement of Contribution of teamwork to
teamwork in road good project performance
construction projects
freq. % freq. %
Yes 53 64 78 94
No 30 36 5 6
Total 83 100 83 100
Source: Field Data 2018

4.3.2 Road Project performance indicators

Project leadership is one factor that requires an individual who can make decisions, resolve
personnel issues and show sense of authority and direction especially in projects that are team
based. Below is a table that shows road construction project performance indicators. The findings
shows that the Cost Performance Index of road construction projects in Kericho County is fair 46
(55%), this means that the cost utilization is within the budgeted cost. Cost control is a must in
order to make sure that the project can make profits or make sure that the budget of a project does
not burst. The time overrun in construction projects has become one of the most common problems
in road construction projects. This study showed that Time Performance Index is poor 42(51%)
meaning that many road construction projects lack behind projected time schedule as shown in table
4.3 below. It therefore requires intervention to fast-tract project activities and to ensure the project
is completed before deadline.

Table 4.3 Project Performance indicators

CPI TPI
Response freq. % freq. %
Poor 4 5 42 51
Fair 46 55 36 43
Good 33 40 5 6
Total 83 100 83 100
Source: Field Data 2018

27
4.4 Influence of Teamwork on project performance in Road Constructions
4.4.1 Team trust
The first objective of this study was to determine the influence of team trust on project
performance of road constructions. It was found that majority of the respondents were in agreement
that teamwork in construction projects has led teams act cohesively with high level of cooperation
(Mean = 4.0, Std. dev =1.0) and that team trust has led to teams work towards common goals (Mean
= 3.8, Std. dev =1.1).
It was also found out that trust has made team members work as a unit through motivation and
high team spirit (Mean = 4.9, Std. dev =0.9) and that it has allowed team members to make
decisions and resolve problems that arise during project execution (Mean = 3.8, Std. dev =1.1) as
shown in table 4.4 below.

Table 4.4 Influence of Teamwork on project performance in Road Constructions

Mean Std. Min Max Sample
Dev (N)
The teams in construction projects act 4.0 1.0 1 5 83
cohesively with high level of cooperation
Team trust has led to working towards common 3.8 1.1 1 5 83
goals
Trust has made team members work as a unit 4.9 0.9 1 5 83
through motivation and high team spirit
Trust allows team members to make decisions 3.8 1.1 1 5 83
and resolve problems that arise during project
execution
Average for Mean &Std dev. 4.1 1
Source: Field Data 2018

4.4.2 Team leadership

The other objective was to determine the influence of team leadership on project performance of
road constructions. The findings found out that in road construction projects, there is always mutual
support from supervisors and top management (Mean = 3.8, Std. dev =0.9) and that participative
leadership has provided for early detection of problems, leading to project success (Mean = 4.5, Std.
dev =1.2).

It was also established that a good team leadership, translates to team motivation leading to
achieving laid goals with less number of internal conflicts and issues (Mean = 4.2, Std. dev =1.1),

28
however, it was clear whether competency of project leaders translates to projects success (Mean =
3.2, Std. dev =0.8) as shown below.

Table 4.5 Team leadership

Mean Std. Min Max Sample
Dev (N)
There is mutual support from supervisors and 3.8 0.9 1 5 83
top management
Competency of project leaders translates to 3.2 0.8 1 5 23
projects success
Participative leadership provides for early 4.5 1.2 1 5 23
detection of problems, which ultimately leads
to project success
Good team leadership is the cause of team 4.2 1.1 1 5 23
motivation to attain laid goals with less
number of internal conflicts and issues
Average for Mean &Std dev. 3.9 1.0
Source: Field Data 2018

4.4.3 Team spirit

One other objective of this study was to determine the influence of team spirit on project
performance. It was found that there is cohesion and unity among team members during execution
of project activities (Mean = 3.6, Std. dev =0.8) and that team members sacrifices in their time to
ensure project is completed on time (Mean = 3.8, Std. dev =1.1) and again there is good motivation
of team members to boost team spirit and project performance (Mean = 4.0, Std. dev =1.2).
However, it was not clear whether team members value their diversities and appreciate each other‟s
professionalism (Mean = 3.1, Std. dev =0.9) as shown in table 4.6 below.
4.6 Team spirit
Mean Std. Min Max Sample
Dev (N)
Team members value their diversities and 3.1 0.9 1 5 83
appreciate each other‟s professionalism
There is cohesion and unity among team 3.6 0.8 1 5 83
members during execution of project activities
Team members willingly make sacrifices in 3.8 1.1 1 5 83
their time to ensure project is completed on
time.

29
There is good motivation of team members to 4.0 1.2 1 5 83
boost team spirit and project performance
Average for Mean &Std dev. 3.6 1.0
Source: Field Data 2018

4.4.4 Recognition and Reward

The other objective was to determine the influence of recognition and reward on road
construction project performance. The findings showed that higher salary and other benefits is used
to motivate teams as a way to achieve good project performance (Mean = 4.6, Std. dev =1.2) and
that reward and recognition structure in projects takes recognition of team effort and individual
performance (Mean = 3.9, Std. dev =1.0). It was found that it was not clear whether there is always
a gratitude and appreciation to every team member after an achievement (Mean = 3.3, Std. dev
=0.8), again it was not certain to determine whether being a team player gives leverage in
promotion and future engagements (Mean = 3.2, Std. dev =0.9) as shown in table 4.7 below.

Table 4.7 Recognition and reward

Mean Std. Min Max Sample

Dev (N)
There is always a gratitude and appreciation to 3.3 0.8 1 5 83
every team member after an achievement
Higher salary and other benefits is used to 4.6 1.2 1 5 83
motivate teams; as a way to achieve good
project performance
Being a team player gives leverage in 3.2 0.9 2 5 83
promotion and future engagements
Reward and recognition structure in projects 3.9 1.0 1 5 83
takes recognition of team effort and individual
performance.
Average for Mean &Std dev. 3.8 1.0
Source: Field Data 2018

4.5 Correlation test

This was done to determine association between independent and the dependent variables; the
findings showed that all the independent variables (team trust, team leadership, team spirit,
recognition and reward) have positive significant relationship with project performance in road
constructions. However, team leadership and recognition and reward variables showed stronger

30
relations with road construction project performance (with Pearson‟s correlation coefficient, r >0.5,
i.e. 0.621 and 0.560 respectively).

The other variables (team trust and team spirit) showed weak but positive significance (with
Pearson‟s correlation coefficient, r <0.5, i.e. 0.347 and 0.449 respectively).In general, the
relationship between these variables showed absolute significances with significance values less
than 0.05 level (2-tailed) as shown in table 4.8 below.

Table 4.8 – Correlation matrix

Team Team Team Recognition Project
trust leadership spirit & reward performance
Team trust Pearson 1
Correlation
Sig. (2-tailed)
N 83
Team Pearson .427 1
leadership Correlation
Sig. (2-tailed) .000
N 83 83
Team spirit Pearson .161 .183 1
Correlation
Sig. (2-tailed) .007 .002
N 83 83 83
Recognition & Pearson .486 .206 .348 1
reward Correlation
Sig. (2-tailed) .000 .000 .000
N 83 83 83 83
Project Pearson .347* .621* .449* .560* 1
performance Correlation
Sig. (2-tailed) .000 .000 .000 .000
N 83 83 83 83 83
Source: Field Data 2018

4.6 Regression analysis

With this test, it was assumed that the kind of relationship that exists between independent and
dependent variables is linear. To ascertain this, and to know the extent to which the predictors
affects projects performance, regression test was carried out; the predictors in this case include;
team trust, team leadership, team spirit, recognition/reward, while dependent variable is project
performance of road construction projects. The findings are presented in table 4.9 below.

31
Table 4.9 Coefficients
Model Unstandardized t Sig. Co
Coefficients linearity
Statistics
B Std. Error VIF
1 (Constant) .199 .313 .635 .526
Team trust .271 .033 8.281 .000 1.705
Team leadership .259 .053 4.934 .000 1.262
Team spirit .338 .063 5.407 .000 1.245
Recognition & reward .407 .078 5.221 .000 1.553
R-Square .588
Adjusted R2 .579
Std. error of the .282
Estimate
df 4
F 65.656 .000
a. Predictors: (Constant), Team trust, Team leadership, Team spirit, Recognition & reward
b. Dependent Variable: Project performance
c. With VIF being less than 10, there is no multicollinearity

From table 4.9 above, R square is 0.588 and this is a relationship between the observed and
predicted values of the dependent variable. This shows that team trust, team leadership, team spirit,
recognition/reward accounts for 58.8% of performance of road construction projects. The rule of
thumb is that, usually an R square of more than 50% is considered as better. The findings here
shows R2 as 0.588, it means that holding all other factors constant, all the predictors in this study,
influence dependent variable by 58.8%.
On the other hand, the test for the joint significant which is given by the F statistic is 65.656,
with degree of freedom (df) of 4, it is statistically significant p-value 0.000 < 0.05 significance
level. This implies that the independent variables; team trust, team leadership, team spirit,
recognition/reward influences performance in road construction projects.
Again the table 4.9 gives the beta values (B), which are the values for the regression equation
for predicting the dependent variable from the independent variable.Given linear equation; Y = β0 +
β1X1 + β2X2 +β3X3 + β4X4 + ε0 , where, B0 is the constant and B1,2,3,4,..k are beta values, X 1,2,3,4,..k
are independent variables and ε as error term. Then substituting standardized coefficients to the
equation yields the following linear equation:

Y = 0.199+0.271X1+0.259X2+0.338X3+0.407X4

32
 CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction
This chapter gives summary of the study findings, the conclusions and the recommendations
that the researcher provided on the influence of teamwork on performance of road construction
projects in Kericho County.

5.2 Summary of the findings

The main objective of this study was to determine the effect and relationship between teamwork
and road project performance. This study showed that teamwork is encouraged in road construction
projects; however, effort is still required to improve the initiative and ensure that teamwork is fully
implemented in construction projects. It was also found that construction teams believe that
teamwork approach contributes more to good project performance.

The project performance indicators showed that the cost utilization is within the budgeted cost
in most ongoing road construction projects. Nevertheless, Time Performance Index was found to
indicate poor state; meaning that many road construction projects lack behind projected time
schedule; in this case, more emphasis on teamwork approach would improve on the duration taken
to complete the project.

Specifically, team trust was found to be one factor that contributes to project performance. The
findings showed that team trust has led to teams work towards common goals. It was also found out
that trust has made team members work as a unit through motivation and high team spirit and
allowed team members to make decisions and resolve problems that arise during project execution.

The other objective was to determine the influence of team leadership on project performance of
road constructions. The findings showed that in road construction projects, there is always mutual
support from supervisors and top management and that participative leadership has provided for
early detection of problems, leading to project success. It also established that a good team
leadership translates to team motivation leading to achieving laid goals with less number of internal
conflicts and issues.

The other element was team spirit. This study found that team spirit leads project executors to
have cohesion and unity among team members during execution of project activities and again,

33
stimulates team members to work, sacrifice their time to ensure project is completed on time. Given
the focus in this study, it was established that there is good motivation of team members in road
construction; this has boost team spirit and achievement of good project performance.

The other objective was to determine the influence of recognition and reward on road
construction project performance. The findings showed that higher salary and other benefits to
project executors can be used to motivate teams as a way to ensure good project performance. It
was also clear that reward and recognition structure in projects takes recognition of team effort and
individual performance and therefore workers get compensated for good work. However, it was not
clear whether there is always a gratitude and appreciation to every team member after an
achievement and again it was not certain to determine whether being a team player gives leverage in
promotion and future engagements.

Correlation analysis was carried out to determine the relationship between variables under
study; the findings showed that all the independent variables (team trust, team leadership, team
spirit, recognition and reward) had positive significant relationship with project performance in road
constructions. Specifically, team leadership and recognition and reward variables showed stronger
relations with road construction project performance (with Pearson‟s correlation coefficient, r >0.5,
i.e. 0.621 and 0.560 respectively). The other variables (team trust and team spirit) showed weak but
positive significance (with Pearson‟s correlation coefficient, r <0.5, i.e. 0.347 and 0.449
respectively).

Regression test was to determine the effects of the variables on project performance. The
finding showed R square value as 0.588; indicating that team trust, team leadership, team spirit,
recognition/reward accounts for 58.8% of performance of road construction projects. The ANOVA
ascertain that this relationship is statistically significant at 0.05 significance level. Colinearity test
was carried out to determine whether there was any correlation among independent variables. The
Tolerance values for all the variables were greater than 0.1 while VIF values were less than 10,
giving a conclusion that there was no existence of multi-colinearity in the variables.

5.3 Conclusions
Teamwork approach has proved to be efficient way of achieving good performance in projects
or within organization. Teamworkis a strategy that can be implemented to boost performance,
effectiveness and efficiency of work as well as individual productivityin a project. In road
construction projects, team members are required to commit themselves to the project goals. They
need to be well conversant with the project‟s objectives, and ensure values of the team are aligned
towards achieving the laid objectives. Project leaders are required to state clear roles and
responsibilities for each team member to avoid duplication of responsibilities.

34
 It is also a requirement thata team leader in the project should possess good leadership skills to
create a sense of unity and to bring everyone together for work. Team players are required
tocooperate throughout the project and consult each other on matters that are not well stipulated. In
teamwork, it is necessary to continue monitoring the progress of teams and formulate a way of
assessing output of every team member to ensure continuous improvement. Construction projects
allow for creativity and innovation, therefore, team members should showcase their capabilities and
skills to ensure quality work as the output of the project.

An effective road construction team should have good communication skills within team
groups; this is to allow members share information and to develop synergy in their work processes.
It is also important to organize team members to be collaboratively involved during planning stages
and early stages of the project.

It is also important to note that there are top-ranked factors that affect teamwork in construction
projects; this is according to the perspectives of different people within the construction industry.
These factors include the following; leadership skills, team trust, reward/recognition, goals and
objectives, good communications channels, support from top management and spirit of team
members.

The findings from this study leads us to concludethat truly teamwork has an effect on project
success. This has concurred with the findings from other studies that indicated strong relationship
between teamwork and project performance. Again, this research is to enlighten public
organizations responsible for coordinating road construction projects in Kenya (e.g KURA,
KeRRA, KeNHA) on importance of adopting teamwork as a major tool to improve on project
performance.

5.4 Recommendations
Based on the results and findings in this research and the analytical tests carried out, the author
of this research recommends the following:

It is recommended that it is necessary and important to come up with mechanism to constitute

effective teams in construction projects. This can be based on evaluation of the skills of everyteam
member and matching them to right tasks and responsibilities. Such evaluations of team members
allow project leaders and managershave an opportunity to provide proper training, intervention, or
change the combination of people chosen for the team. This will boost their capability as they work
as a team, and to ensure effectiveness in the endeavor to achieve project goals.
It is recommended that it is advisable to have well defined and realistic goals, roles and
responsibilities and appropriate leadership are necessary for successful construction projects. Team
members are guided by the objectives and goals for the projects and therefore must be elaborative,
35
concise and achievable. The leadership of the teams should be suitable and competent enough to
assist team members in effective decision making, ensure collaborations among team members, and
lay short term objectives to guide teams work toward the overall goal.
The government must formulate policies to support team efforts in construction projects. In this
way overall project performance and effectiveness can be enhanced. It is important to develop such
an atmosphere where construction team members are well satisfied with their tasks, responsibilities
and cooperative with each other. In this way project executors will be in position to utilize their full
potential in their work assignments. It is advisable that roles and responsibilities should be well
defined and assigned to qualified members.
The project leadership must encourage employees and all other players to work as a team and in
various sub teams formed for short term goals. The willingness to work in teams makes the project
and its environment more desirable as teamwork culture could lead to favorable commitment. Team
members should treat and support each other honestly, sincerely and with respect. Communication
is a very important aspect for effective teamwork that leads to project success.

5.5 Suggestions for further Research

The following are suggestions for further research:
1. There is an opportunity to advance this research by further looking at in-depth analysis of
more construction projects to comprehend and to compare factors contributing towards the
project performance.
2. Also it will be interesting to examine factors relating to personal traits of team members in
construction project and to establish influence of these traitson project performance; this can
be achieved focusing on The Big Five Personality Traits. This will help project coordinators
to understand the effect of engagingpeople with varied personalities and how individuals
may contribute to increase in overall effectiveness of the team members and project
performance as a whole.

36
37
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 APPENDICES

Appendix i : Letter of Transmittal

ZIPPORAH WAMBUI WAWERU,

P.O BOX 13066 – 20100,
NAKURU.

3RD MAY, 2018.

Dear Respondent,

I am a student at the University of Nairobi, pursuing my Masters of Arts Degree in Project

Planning, and Management. As a requirement, I am undertaking my research project work to satisfy
the University requirements. I am glad to invite you to participate in this survey which seeks your
opinion on the‘Influence of teamwork approach on project performance: A case of Road
Construction Projects in Kericho County’

I am glad to invite you to participate in this survey which seeks your opinion on the‟. The
survey is part of a research project aimed at fulfilling the requirements of a Master degree in Project
Planning and Management, of the University of Nairobi.

You are kindly requested to spare a few minutes of your time to complete the questionnaire by
writing or selecting from the choices provided as appropriate. The questionnaire is divided into
several sections. Kindly attend to all sections. Your participation as a staff member is highly valued.

Please note that the confidentiality of your response is assured.

Thank you in advance

ZipporahWambuiWaweru
Reg. No. L50/6480/2017

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Appendix ii: Questionnaire
QUESTIONNAIRE FOR KERRA PROJECT COORDINATORS

Introduction
I am a student at the University of Nairobi pursuing a Master‟s degree in Project Planning
and Management and conducting a study onInfluence of Teamwork Approach on Project
Performance: A case of road construction in Kericho.This study therefore, is a descriptive-based
research looking at the contribution of teamwork approach to project performance. In particular,
this study will focus on team leadership, team trust, team spirit, recognition and reward and how
they affect road construction project performance in Kenya

SECTION1: DEMOGRAPHIC INFORMATION ON THE RESPONDENTS

This section is intended to collect data on your personality as my respondent. This data will
assist in ensuring that all intended respondents are incorporated in my research. Kindly put a
tick() in the box provided.

1. What is your gender? Male [ ] Female [ ]

2. How long have you worked for KeRRA?
0 – 5 years [ ]
6 – 10 years [ ]
11 – 15 years [ ]
16 - 20 years [ ]
Over 20years [ ]
3. What is your highest level of formal education?
Diploma [ ]
Bachelors Degree [ ]
MastersDegree [ ]
PHD [ ]
Others. Please specify:
5. What is your age bracket?
Below 25 years [ ]
26-30 years [ ]
31-40 years [ ]
40-50 years [ ]
51 years and above [ ]
6. What is your Designation?
SECTION II: TEAM WORK AND PROJECT PERFORMANCE

The section contains four questions. The questions show the influence of Teamwork on
Project Performance. Kindly answer the questions by putting a tick (√) to represent your
opinion or by a scale of 1-5 (5-strongly agree…..1-strongly Disagree)
43
1. a.Do you encourage teamwork in road construction projects?
Yes No

b. If yes, Why?________________________________________________________

2. Do you think teamwork approach contributes to good project performance?

Yes No

b.) Kindly elaborate your answer above,

________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________

3. Using Project Performance Indicators below, rate road project performance in your County.
Project Performance Evaluation Criteria
Indicators Poor Fair Good
Cost Performance Index (CPI)
Time Performance Index (TPI)

4. On a scale of 1-5, based on your work experience to what extent do the following teamwork
factors contribute to better project performance
(Where: 1= Not significant, 2= Significant, 3= Very Significant, 4= Extremely Significant)

1 2 3 4
1. Team Trust
2. Team spirit
3. Recognition and reward
4. Team Leadership
5. Team Communication

SECTION III: TEAM TRUST

This section is intended to collect data on the influence of Team Trust on project
performance.Kindly answer the following questions using the criteria given.

1. Please rate the following indicators on influence of team trust on project performance:
(Where: 1= Strongly Disagree, 2= Disagree, 3= Not sure, 4=Agree, 5= Strongly Agree)

Statement 1 2 3 4 5
The teams in construction projects act cohesively with
high level of cooperation
Team trust has led to working towards common goals
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 Trust has made team members work as a unit through
motivation and high team spirit
Trust allows team members to make decisions and
resolve problems that arise during project execution

SECTION IV: TEAM LEADERSHIP

2. Please rate the following indicators on influence of team leadership on project

performance:Using the following scale(Where: 1= Strongly Disagree, 2= Disagree, 3= Not sure,
4=Agree, 5= Strongly Agree)

Statement 1 2 3 4 5
There is mutual support from supervisors and top
management
Competency of project leaders translates to projects
success
Participative leadership provides for early detection of
problems, which ultimately leads to project success
Good team leadership is the cause of team motivation to
attain laid goals with less number of internal conflicts
and issues

SECTION V: TEAM SPIRIT

3. Please rate the following indicators on influence of team spirit on project performance:
(Where: 1= Strongly Disagree, 2= Disagree, 3= Not sure, 4=Agree, 5= Strongly Agree)

Statement 1 2 3 4 5
Team members value their diversities and appreciate
each other‟s professionalism
There is cohesion and unity among team members during
execution of project activities
Team members willingly make sacrifices in their time to
ensure project is completed on time.
There is good motivation of team members to boost team
spirit and project performance

SECTION V: RECOGNITION AND REWARD

4. On a scale of 1-5, based on your work experience indicate to what extent you agree with the
following statements regarding recognition & reward and Project performance.((Where: 1=
Strongly Disagree, 2= Disagree, 3= Not sure, 4=Agree, 5= Strongly Agree)
45
 1 2 3 4 5

There is always a gratitude and appreciation to every

team member after an achievement

Higher salary and other benefits is used to motivate

teams; as a way to achieve good project performance

Being a team player gives leverage in promotion and

future engagements

Reward and recognition structure in projects takes

recognition of team effort and individual performance.

Thank you for participating in this Survey.

46
INTERVIEW SCHEDULE FOR CONTRACTORS – ROAD CONSTRUCTION PROJECTS
IN KERICHO

1. Have you adopted teamwork in your project? Explain your answer.

2. Do you think teamwork approach is the best way of executing project activities?
Elaborate.
3. How does team leadership influence project performance?
4. Do you think team spirit is key towards achieving better project performance?
5. Do you think team trust is a factor in ensuring executions of project activities in road
construction projects?
6. Is there any value of using teamwork approach in road construction projects?
7. What is the best practice to ensure use of teamwork in road construction projects?
8. What is the relationship of teamwork approach and performance of road constructions
project?

47
Appendix iii: University of Nairobi Authorization Letter

48
Appendix v: NACOSTI Authorization Letter

49
Appendix vi: NACOSTI Permit

50
Appendix vii: Originality Report

51