The Impact of Group Cohesiveness on Organizational Performance: The Nigerian Case

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dc.contributor.authorBanwo, A.O
dc.contributor.authorDu, J.
dc.contributor.authorOnokala, U
dc.date.accessioned2017-11-01T13:07:12Z
dc.date.available2017-11-01T13:07:12Z
dc.date.issued2015-05-22
dc.descriptionFull Text Attacheden_US
dc.description.abstractSeveral 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.en_US
dc.identifier.citationBanwo, 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. 146-154en_US
dc.identifier.issn1833-8119
dc.identifier.urihttp://ir.unilag.edu.ng:8080/xmlui/handle/123456789/2796
dc.language.isoenen_US
dc.publisherInternational Journal of Business and Managementen_US
dc.relation.ispartofseriesStaff Publications;
dc.subjectGroupsen_US
dc.subjectGroup cohesionen_US
dc.subjectRole perceptionen_US
dc.subjectPerformanceen_US
dc.titleThe Impact of Group Cohesiveness on Organizational Performance: The Nigerian Caseen_US
dc.typeArticleen_US
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