Full Project – Group cohesiveness and organizational performance in the private sector

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CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

One of the important and maintenance variable of groups that is generally linked to organizational performance is cohesiveness. Cohesiveness is easy to recognize, but difficult to define. People intuitively understand the term. However cohesive groups have several positive qualities that we all can recognize and agree upon. For example, cohesive groups have a general perception of “we-ness.” There is a feeling of friendship and loyalty among group members.

Group cohesiveness means the degree of attachment of the members to their group. If group cohesion is high, the interaction between members of the group is high and the degree of agreement in group opinion is high which can lead to high performance for effectiveness in organizations. A cohesive group usually has its members share the group goals and have common interests and backgrounds ‘composing of small members in numbers, who interact among themselves quite frequently and interpersonal communication is very effective with group having a history of past success. Keller (2008) examined the association between group cohesiveness, physical distance, job satisfaction, innovation orientation and performance a large R&D organization. This longitudinal study involved 32 project groups and was analyzed by hierarchical regression.

Among all the independent variable, it showed that group cohesiveness was the only variable that significantly correlated with the performance of project groups. Mullen & Copper (2004) shows that, in general, cohesive groups are more productive than non-cohesive groups, particularly when group size is relatively small organizational effectiveness are a complex and contentious concept. No two authorities agree on what constitutes effectiveness or on how it is measured. Although they all agree that it involves attention to goals, satisfaction of constituents and relationship with the external environment. But we live in a world tyrannized by effectiveness. Workers, managers, departments and organizations are always asked to be effective and that simply means to produce some form of results. Early management thinkers believe that effectiveness is the ultimate measure of managerial and organizational performance.

Bernard (2004) believes that effectiveness relates to the accomplishment of the cooperative purpose which is social and non-personal in character, insisting that organizations cannot continue to exist without effectiveness and that this effectiveness can easily be measured. Drucker emphatically pointed out that effectiveness is crucial for individuals and even society to satisfy their needs. He put it this way, “only executive effectiveness conformance in enable this society of ours to harmonize its two needs: the needs of organization to obtain from the individual, the contribution it needs and the need of the individual to have organization serve as his tool for accomplishing his purposes.

1.2 Statement of the problem

Group cohesiveness means the degree of attachment of the members to their group. If group cohesion is high, the interaction between members of the group is high and the degree of agreement in group opinion is high. In a cohesive group, members share the group goals and often have common interests and backgrounds and the members are often small in numbers. The members interact among themselves quite frequently and interpersonal communication is very effective as well as group loyalty leading members to enjoy high status, standing united against any perceived external threat with history of past success.

Workers, managers, departments and organizations are always asked to have social identity that bond employees together and work in team in order achieves result. Building a strong cohesion among employees improves performance in the organization.

In the private sector, group cohesiveness dimensions such as social identity and teamwork are not properly practiced among employees.

First Aluminum Plc is facing serious challenge of inability to have group cohesion, social identity among workers and teamwork that can promote group performance and organizational performance in general. These challenges create absenteeism, job dissatisfaction, low workers productivity and ineffectiveness.

To solve the above problems, the study is. Out to investigate the relationship between group cohesiveness and organizational performance in First Aluminum Nigeria Plc

1.3 Conceptual Framework

Fig 1.1

Source: Researcher’s Desk 2021

1.4 Objectives of the Study

The major objective of this study is to identify the relationship between Group cohesiveness and organizational performance in Rivers State Civil Service (RSCS). The specific objectives are;

1. To determine the relationship between social organizational effectiveness
2. To determine the relationship between teamwork and productivity
3. To determine the relationship between teamwork and effectiveness
4. To determine the relationship between social organizational productivity.

1.5 Research Questions

1. What is the relationship between social identity and organizational Effectiveness?
2. What is the relationship between teamwork and organizational

Productivity?

3. What is the relationship between teamwork and organizational

Effectiveness? –

4. What is the relationship between social identity and organizational Productivity?

Identity

1.6 Research Hypotheses

Ho1: There is no significant relationship between social identity and organizational effectiveness

Ho2: There is no significant relationship between teamwork and organizational productivity

Ho3: There is no significant relationship between teamwork and organizational effectiveness

 Ho4. There is no significant relationship between social identity and organizational productivity.

1.7 Significance of the Study

The aim of this study is that the outcomes, results or findings should be beneficial to business owners, managers and organizations especially in the locality where this study is being conducted. This is to enable them Understand the concept of group cohesiveness and organizational performance.

This study is also relevant to research bodies and institutions in the- nation as a whole because findings would also be relevant ‘to students and users of information in conducting further research in areas similar to this study.

The study is very significant because it will add to the existing literature and works already written on group cohesiveness. A study of this nature will help

First aluminum in Rivers State and other state to adopt measures in the context of group cohesiveness in relation to organizational performance.

1.8 Scope of the Study

This study examines the relationship between group cohesiveness and organizational performance. The study focused on first aluminum, Rivers State as the organization under study. The geographical scope of study is Port Harcourt, Rivers State. The unit of analysis is at macro level (the individual employees of firs aluminum plc)

1.9 Limitations of the Study

Lack of finance is one of the major limitations of this study and the demanding schedule of respondents at work made it very difficult getting the respondents to participate in the survey.

Again, limited time to cover extensive literature available in conducting this research was not available.

Lack of reliable Information from the respondents was one of the limitations of the study.

1.10 Operational Definition of Terms

Group cohesion: A dynamic process which is reflected in the tendency for a group to stick together and remain united in the pursuit of its goals and objectives.

Organizational performance: refers to a group ‘of individual working in a particular place for the achievement of a set of assigned tasks or goal that are anchored to ‘him, with a result indicator that would measure the accomplishment level of the organizational goal.

Social Identity: refers to the resultant of all forces acting on the members of a group to remain in the group.

Teamwork: Refers to different people coming up to as a team irrespective of information, resources and .skills and who seek to combine their efforts to achieve a common goal.

Effectiveness: refers to those who come together with the ability of the organization to exploit the environment in the acquisition of critical resources. It can also be seen as the degree of goal achievement.

Productivity: refers to a quantitative relationship between output and input.

1.11 Organizational Profile of First Aluminum Plc 

First Aluminium Nigeria group, often referred to as FAN, is one of the first Nigerian listed companies, with registration number RC2288, FAN started with the production of aluminium sheets and has introduced aluminium roofing in Nigeria and has set the standards for it. The Company took its present name First Aluminium Nigeria Plc in 1991 and became quoted on the Nigerian Stock Exchange in 1992. In 1960 the remelt and rolling mills operations started in Port Harcourt. Being one of the very few vertically integrated aluminium companies in Nigeria, First Aluminium can guarantee the quality of the product, from alloy composition to the installation of the roof.

First Aluminium does not compromise on quality. Because of this, we use the superior ‘Stucco’ embossing method for our sheets. Embossing is the mechanical deformation of the surface of the sheet to give it the needed mechanical properties, such as strength. Where other suppliers use a less effective ‘Diamond’ pattern, First Aluminium will only supply the ‘Stucco’ pattern.

The same goes for the thickness (‘gauge’) of the sheets. The minimum norm in Nigeria, set by the Standards Organisation of Nigeria (SON), for roofing sheets is 0.40mm. First Aluminium will not supply roofing sheets below this norm.

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Full Project – Group cohesiveness and organizational performance in the private sector