The Impact of Group Cohesiveness on Organizational Performance: The Nigerian Case
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Date
2015-05-22
Authors
Banwo, A.O
Du, J.
Onokala, U
Journal Title
Journal ISSN
Volume Title
Publisher
International Journal of Business and Management
Abstract
Several scholarly studies have associated strong group performance with a high level of group cohesion among the members. In this study, we investigated the impact of group cohesion on organizational performance using Carron, Widmeyer, and Brawley group environment questionnaire and Beauchamp, Bray and Carron (2002) role perception and acceptance scale administered to 180 employees in four branches of a commercial bank in Nigeria. The questionnaire was divided into three sections: demographics, role perception, acceptance and group cohesion. Our finding was inconclusive because group cohesion was found to be strong in groups with good performance likewise groups with weak performance. Further examination showed that groups with high cohesion consisting of members with higher organizational tenure outperformed groups made up of employees with lower organizational tenure.
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Keywords
Groups , Group cohesion , Role perception , Performance
Citation
Banwo, A.O., Du, J, Onokala, U. (2015), The Impact of Group Cohesiveness on Organizational Performance: The Nigerian Case. International Journal of Business and Management, vol. 10 no. 6, p. 146-154