CHAPTER FOUR

RESEARCH FINDINGS

4.1 Introduction

This chapter represented the results of the data collected, presented, analyzed and interpreted by
the researcher. The research sought to determine the factors affecting Team Work Enhancement
at Centre for Humanitarian Change. Particularly, the chapter constitutes the study response rate,
descriptive analysis and analysis of the factors affecting Team Work Enhancement. The chapter
finalizes with the discussion of the key findings.

4.2 Response Rate

The study’s target population was total of 15 respondents who entailed a sample of employees and
consultants at CHC. As such, a total of 20 questionnaires were issued of which 18 of them were
duly filled and returned. This translates to a response rate of 90%. The response rate is considered
to be appropriate as it is in line with Mugenda and Mugenda's (2008) assertion that a response rate
of 70% and above is very good and enables generalization of findings. The 10% which were not
returned were largely due to the busy schedules of the respondents. The findings are presented in
Table 4.1.

Chart 4.1: Response rate

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 Response Rate

10%

Responded - 18
Never Responded - 2

90%

Figure 1: Response Rate

4.3 Descriptive Analysis

4.3.1 Gender of the respondents

This section sought to establish the gender of the respondents. This was used as measure of gender
balance and diversity in the responses collected. The findings obtained are presented in Figure 4.
2

Chart 4. 2 Gender of the respondents

Gender of the Respondents

44% Male - 8

56% Female - 10

Figure 2: Gender of the Respondents

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The findings obtained showed that 44% of the respondents were male while 56% were female.
This shows that the both genders were represented in almost equal proportionality. The results thus
obtained were fairly balanced and unbiased on either side.

4.3.2 Age of the respondents

This section sought to establish the respondent’s age. This was important as the age of an
individual represents their maturity and experience in certain occurrences. The findings obtained
are presented in Table 4.3.

Chart 4. 3 Age of the respondents

Age Bracket
0%

17% Below 25 years - 0

22%
26 - 30 years - 3
31 - 35 years - 4
22%
36 - 40 years
39% Above 40 years

Figure 3: Age of the Respondents

The findings obtained showed that the majority were between 36-40 years with a percentage
frequency of 39. This was followed by 22% for both between 31-35 years and above 40 years,
17% between 26-30 years and finally 0% below 25 years of age. This thus implies that 80% of the

3
respondents were above 30 years, they were therefore in a position to provide valid and well
informed responses.

4.3.3 Position of the respondents

This section sought to determine the position of the respondents in the organization. This was
important in determining their rank and their involvement in the organization’s operations. The
findings obtained are presented in Table 4.4.

Chart 4.4 Position of the respondents

Respondents
6%

Staff - 1

Independent
Consultants - 17
94%

Figure 4: Position of the Respondents

The results obtained showed that 6% were employees, 94% were Independent Consultants. This
thus implies that most of the respondents were Independent Consultants, thus, they were the most
appropriate for the study since they are the ones involved in the various projects in the organization
and are therefore directly affected by Team Work Enhancement measures put in place by the
organization to ensure the projects reach their objectives.

4.3.4 Duration worked at the current position

This section sought to establish the duration the respondents had worked in their current position.
This was used in assessing whether they had experienced any internal work position changes in
the recent past. The findings obtained are presented in Table 4.5.

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Chart 4. 5 Duration worked at the current position

Duration
0%

17% 11%
Below a year - 2
1 – 3 years - 13
4 - 6 years - 3

72% More than 6 years - 0

Figure 5: Duration of Respondents at Current Position

As shown, 72% had been in their current position for a duration of 1 – 3 years, 17% for a duration
of 4 - 6 years, 0% for a duration of more than 6 years while 11% for a duration of below one year.
This shows that more than 72% of the respondents had been in their current positions for 1-3 years.
This is an indication of their contentment and commitment to their positions in the organization
and the projects.

4.3.5 Duration worked at CHC

This section sought to establish the duration in which the respondents had worked at CHC. The
duration worked at the organization was used as a measure of experience and understanding of the
organization’s operations and dynamics. The findings obtained are presented in Table 4.6.

Chart 4.6 Duration worked at CHC

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 Duration
0%

11%
17%

Below a year - 2
1 – 3 years - 13
4 - 6 years - 3
More than 6 years - 0

72%

Figure 6: Duration worked at CHC

As presented, most of the respondents had worked for duration of 1 – 3 years with a percentage
frequency of 72%, 0% for more than 6 years, 17% for duration of 4 - 6 years and the remaining
11% for duration of less than 1 year. This shows that the respondents had worked at CHC for a
considerable length of time and were thus well conversant with the organization's practices.

4.4 Current Situation at CHC

This study aimed at establishing the current situation with regards to Team Work Enhancement at
the organization. The respondents were required to rate a given set of statements using a Likert
Scale of 1–5 whereby 1 is Never, 2 is Rarely, 3 is Sometimes, 4 Usually and 5 Always.

The questionnaires were classified into five main areas that are likely used to measure the lack of
team work in an organization as follows:

Absence of Trust Fear of Conflict Lack of Avoidance of Inattention to

Commitment Accountability Results

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4. During team 1. Team 3. Team 2. Team members 5. Team members
meetings, the most members admit members are are passionate and acknowledge their
important—and their mistakes. quick to point unguarded in their weaknesses to one
difficult—issues are 7. Team out the discussion of another.
discussed. members point contributions issues. 9. Team members
6. Team members out one another’s and 11.Team leave meetings
voice their opinions unproductive achievements members ask one confident that
even at the risk of behaviors. of others. another for input everyone is
causing disagreement 10. During regarding their committed to the
discussions, team areas of decisions that were
8.Team
12.When the team members members ask responsibility. agreed upon.
fails to achieve challenge one 14.Team 15. Team members
forhelp
collective goals, each another about members are acknowledge and
without
member takes how they arrived quick to confront tap into one
hesitation.
personal at their peers about another’s skills
13. Team
responsibility to conclusions and problems in their and expertise.
members
improve the team’s opinions. respective areas
willingly
performance of responsibility
make
sacrifices in
their areas for
the good of
the team.

Table 4.1: Classification of the questionnaires

The scoring guide from the questionnaire was used as follows:

A score of 8 or 9 is a probable indication that the dysfunction is not a problem for your team.
A score of 6 or 7 indicates that the dysfunction could be a problem.
A score of 3 to 5 is probably an indication that the dysfunction needs to be addressed.

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 9 13 12 11 9 11 11 9 12 11 10 11 9 13 11 12 11 11

7 11 10 9 7 12 9 12 12 8 10 9 13 11 11 11 11
11

10 15 10 12 9 11 13 9 12 13 9 10 9 15 12 13 12 12

7 12 10 9 9 8 11 9 12 11 9 9 9 12 10 10 11 10

8 12 9 10 9 9 11 9 12 11 9 9 9 12 12 10 10 11

C1 C2 C3 C4 C5 C6 C7 C8 C9 C10 C11 C12 C13 C14 C15 C16 E1 E2

Absence of Trust Fear of Conflict Lack of Commitment

Avoidance of Accountability Inattention to Results

Figure 7: Score of the main questions

None of the respondents reported a score of less than 7, all the responses were above 7 an indication
that the CHC Team was a functional one.

19% 19% 22% 19% 21%

Absence of Fear of Lack of Avoidance of Inattention to

Trust Conflict Commitment Accountability Results

Figure 8: Percentage of the main five team assessment questionnaires classification

On the current Team Work Enhancement situation at CHC, the respondents strongly agreed that
the team member had an average commitment in their work, with a percentage of 22%. This was
followed by the feel of team work that there was collective attention to results, which had a
percentage frequency of 21%. The team indicated that there was a feel of trust, addressing conflict

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and a feel of accountability This shows that most of these Team Work Enhancement factors had
moderate to favourable degrees of success at CHC.

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 CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This chapter presents a summary discussion on the factors affecting Team Work Enhancement at
CHC. A conclusion discussing the general findings of the research is highlighted followed by
recommendations based on the findings of the study. The suggestions on areas of further research
are discussed at the end of the chapter.

5.2 Summary of the Findings

This study sought to determine the factors affecting Team Work Enhancement at CHC. The target
population of this study was all staff and consultants in CHC office who comprise of 20 employees
with a sample population of 20 respondents being selected. The study used primary methods in the
data collection through the use of questionnaires. The Likert scale was used to rate the attitude of
the respondents with both qualitative and quantitative data analysis techniques being used to
analyse the data. Descriptive statistics such as frequencies and percentages were used to describe
the data. A response rate of 90% was obtained which was adequate enough to obtain valid and
accurate information.

The responses obtained indicated that the respondents felt that the current Team Work
Enhancement measures put in place were not effective enough and needed some improvement.
They thus suggested some ways in which this situation may be addressed so as to ensure that the
individuals felt more of team members and accountable to each other and the projects while
attending to their duties. This is through having frequent feedback sessions between the Directors
and the Consultants and Employees. This will act as an incentive to communicate on the quality
of work being delivered and what can be improved and or changed. Also, the management should
act to improve communication amongst the employees, the Consultants and the management. This
will ensure that they are all working towards the same goals and objectives. Management is to
share the Mission and Vision of CHC frequently with all the team members. A proper and detailed
induction process is to be put into place which all new individuals joining the organization are to

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undergo to ensure the entire team is working towards the same objectives and each will feel
welcome to the team.

The respondents also suggested that team building activities should be increased as this highly
boosts their morale to work together as a team and they will get to know each other even at personal
levels. The findings showed that the employees rated most of the given Team Work Enhancement
factors highly, such as Team Members value collective success more than individual achievement,
Team Members acknowledge and tap into one another’s skills and expertise and when the team
fails to achieve collective goals, each member takes personal responsibility to improve the team’s
performance. However, the lack of organization culture, Vision and Mission communication to all
members was established to be contributing minimally to Team Work Enhancement as most of the
respondents were indifferent to it and some were not aware. This is an indication that the
individuals work without giving priority and importance to the Organizations objectives.

The study also aimed at establishing the current situation of Team Work Enhancement at the
organization. The results obtained showed that most Team Work Enhancement factors at CHC had
moderate to favourable success, with responses ranging from Sometimes to Usually. The following
were found wanting by a majority of the respondents: lack of team members to voice their opinions
even at the risk of causing disagreements, absence of the team members to point out to one
another’s unproductive behaviors, lack of some of the team members to offer constructive
feedback to another, and lack of frequent meetings between management and the consultants. The
fact that all team members are held to the same high standards at CHC was highly agreed on by
the majority of the respondents.

These findings indicate that the individuals at CHC are motivated to work as a team based on the
prevailing conditions at the organization. However, it is important to analyse these results together
with the responses of the questions on demotivating factors and areas of improvement to appreciate
the full picture on the level of Team Work Enhancement of CHC consultants, employees and the
management.

This study also aimed at determining the various factors that tend to challenge the Team Work
Enhancement at the organization and limit their productivity. The study found that inability to
resolve conflicts, Lack of Managerial Involvement, Ego Problems from some team members, lack
of frequent feedback from management to the individuals were major contributors. These in the

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end result leads to late delivery of deliverables and absence of total “team” working environment.
As argued by Anderson, (2013) despite there being good working conditions, incentives, if the
challenging factors are not addressed then minimal progress will be attained. A large number of
respondents felt that frequent feedback and meetings with management and proper conflict
management processes were highly and urgently required. Therefore, care is needed to ensure that
as the organization strives to achieve its objectives, it develops ways of overcoming these
challenges as this will greatly affect their general productivity.

The purpose of this research was to firmly establish that there is an emerging science of Team
Enhancement. Researchers have identified key team processes and emergent states that enable
individuals to successfully combine their knowledge, effort, and skills to yield team performance
and effectiveness. There is still much to learn. Nonetheless, there is solid research-based evidence
for the importance of cognitive (unit-team climate, team mental models, and trans active memory),
motivational (team cohesion, team efficacy, and potency), and behavioral (team competencies,
functions, and regulatory mechanisms) processes and emergent states. Moreover, theorists and
researchers have developed effective interventions centering on team design, team training, and
team leadership that shape team processes and enhance team performance.

5.3 Conclusion

Based on the study findings, the study makes a number of conclusions. First, the study concludes
that the individuals at CHC are highly capable of working as a team if only a few challenges are
as mentioned can be addressed; getting Managerial involvement, constant feedback from them
and conflict management having the most impact and the organization culture having the least
impact. The study also concludes that despite various measures being put in place to enhance team
work, they are not fully effective. As such, this is concluded to be due to a number of challenging
factors that act as a huge setback to the entire employee Team Work Enhancement process which
have not been given priority. The study further concludes that developing clear roles for all
individuals, constant communication and meetings, team building activities, is vital to increasing
the team work environment feeling to them.

The study therefore concludes that when putting in place an organization Team Work
Enhancement Program, it is important to work with all the Independent Consultants, to determine

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the factors they consider to be motivators and challenges in order to create an effective team work
system.

There is a substantial research foundation yielding a wealth of actionable knowledge on how team
functioning and effectiveness can be improved. Team effectiveness can be enhanced. It is just a
matter of applying the science.

5.4 Recommendations

The study established that the individuals feel like part of team by various factors which affect
greatly how they perform. In this regard, the study puts across various recommendations so to
enhance Team Work in organizations. To begin with, the study recommends that the management
conducts an evaluation of the current Team Work processes they have put in place. This will enable
them determine their effectiveness in motivating all individuals. Also, it is recommended that the
organization should enhance its Team Work strategies through the integration of the various
parameters in the organization.

These include; providing a safe and healthy working environment, enhanced relations, good
working environment, and putting in place a proper organizational culture. The various ways in
which the individuals feel there is no team work in the organization should be noted and rectified
accordingly. Additionally, the study recommends that Team Work Enhancement should be given
more consideration at CHC and also in other firms’ during strategy formulation process. This is
attributed to the fact that it they greatly influence employee and consultants performance in the
workplace.

Recommended Five Key Elements to enhancing Team work:

The Management, The Consultants and the Employees must foster and expect every team member
activities to include the following characteristics:

Trust among team members

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Building trust takes time. The team leader to focus first on building trust, i.e. getting team members
to open up (among the team) and expose their weaknesses and fears to each other, a team building
exercise can be utilized. In cases, where the Leader has time pressures, the leader may have to take
responsibility for building trust or change the team to achieve the necessary level of trust for team
success. Everyone has to be willing to trust the other members of the team, for the team success.

Engage in debate around ideas

Disagreements can lead to conflict, but conflict can be good. If ideas are not presented and debated,
the team will miss opportunities to find the best solutions to problems. Respect for the thoughts
and ideas of the other team members to be developed through healthy debate.

Commit to decisions and plans of action

The team to commit to team decisions, this includes agreeing on the specifics of action plans, this
can be done through holding frequent meetings to update each other accordingly

Hold one another accountable against their plans.

Team members should be prepared to check among themselves to assure progress and overcome
obstacles to progress. Ad hoc meetings will be necessary to coordinate actions between projects to
assure progress.

5.5 Suggestions for Further Research

This study has examined factors that influence Team Work Enhancement, taking a case study of
Centre for Humanitarian Change. To enable complete generalization of the findings, a similar
study should be carried out in other organizations to find out whether there is similarity in the
findings. The study used a sample size of 20 and thus the study suggests that for other studies
dealing with factors that influence Team Work Enhancement, a larger sample size should be used
so as to obtain more detailed information.

In addition, the study concentrated mainly on the factors that influence Team Work Enhancement
without investigating any challenges the management may face with regard to making the

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individuals experience team work. As such, further study should be conducted so as to determine
the overall Team Work Enhancement process in organizations taking considerations any
shortcomings and ways to overcome them. This will enable comprehensive determination of the
phenomenon of Team Work Enhancement in organizations in Kenya.

REFERENCES

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Katzenbach, J. R. and Smith, D.K. (1993), Harvard Business School, Boston: The
Wisdom of Teams: Creating the High-performance Organisation,

Tuckman, Bruce W. and Jensen, Mary Ann C. (1977), Stages of Small-Group

Development Revisited Group & Organization Management

Lencioni P, 2012, Jossey-Bass A Wiley Imprint, The Five Dysfunctions of a Team,

Meredith R. B, 2009, Team Roles at Work

Eduardo S, 2013, Developing and enhancing teamwork in organizations: evidence-based

best practices and guidelines

Centre for Humanitarian Change:

www.whatworks.co.ke

Michael A.W, 2012, Effective Team Work: practical lessons from organizational
research

Lisa D, 2010, Project Team Dynamics: Enhancing Performance, Improving Results.

Michael C, 2009, Unique Team Enhancement: all about team building and how to build a
great team.

James O'R, & Sandra C, Managing Conflict and Workplace Relationships

Brief, A.P., Weiss, H.M. (2002). Organizational behavior: Affect in the workplace. Annual
Review of Psychology, 53, 279–307. Google Scholar, Crossref, Medline, ISI

Cannon-Bowers, J.A., Tannenbaum, S.I., Salas, E., Volpe, C.E. (1995). Defining team
competencies and establishing team training requirements. In Guzzo, R., Salas, E. (Eds.),
Team effectiveness and decision making in organizations (pp. 333–380). San Francisco:
Jossey-Bass. Google Scholar

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 APPENDICES

Appendix I: Questionnaire

This study seeks to obtain information regarding the factors affecting Team Work Enhancement
at Centre for Humanitarian Change. Kindly provide information as honestly as possible. All
information received will be treated confidentially and used for academic purposes only. Please
provide your responses by writing in the spaces provided or by ticking in the appropriate box.

PART A: BACKGROUND INFORMATION

1. Please indicate your gender

a) Male ( )

b) Female ( )

2. Please indicate your age bracket

a) Below 25 years ( )

b) 26 - 30 years ( )

c) 31 - 35 years ( )

d) 36 - 40 years ( )

e) Above 40 years ( )

3. What is your position at CHC? …………………………………….........

4. How long have worked in your current position with CHC?

a) Less than 1 year ( )

b) 1 – 3 years ( )

c) 4 - 6 years ( )

d) More than 6 years ( )

5. How long have worked with CHC?

a) Less than 1 year ( )

b) 1 – 3 years ( )

17
 c) 4 - 6 years ( )

d) More than 6 years ( )

PART B: FACTORS INFLUENCING TEAM WORK ENHANCEMENT

INSTRUCTIONS

• Please assign a rating to each statement. It is essential to the accurate scoring of this instrument.

• Please evaluate the statements honestly and be as objective as possible. Be thoughtful about
your responses, but don’t agonize over each response. Your initial “gut feel” is usually best.

• Use a Likert Scale below to indicate how each statement applies to your team. Please remember
to use the entire scale (1–5) to represent your most accurate response.

• The assessment should not take more than 15 minutes. When you have completed the Team
Assessment, please transfer your ratings to the scoring page.

______________________________________________________________________________

The Rating Scale:

1—Never 2—Rarely 3—Sometimes 4—Usually 5—Always

1. Team members admit their mistakes. ______

2. Team members are passionate and unguarded in their discussion of issues. ______

3. Team members are quick to point out the contributions and achievements of others. ____

4. During team meetings, the most important—and difficult—issues are discussed. ______

5. Team members acknowledge their weaknesses to one another. ______

6. Team members voice their opinions even at the risk of causing disagreement. ______

7. Team members point out one another’s unproductive behaviors. ______

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8. Team members ask for help without hesitation. ______

9. Team members leave meetings confident that everyone is committed to the

decisions that were agreed upon. ______

10. During discussions, team members challenge one another about how they

arrived at their conclusions and opinions. ______

11. Team members ask one another for input regarding their areas of responsibility. ______

12. When the team fails to achieve collective goals, each member takes personal

responsibility to improve the team’s performance. ______

13. Team members willingly make sacrifices in their areas for the good of the team. ______

14. Team members are quick to confront peers about problems in their respective

areas of responsibility. ______

15. Team members acknowledge and tap into one another’s skills and expertise. ______

16. Team members end discussions with clear and specific resolutions and calls to

action. ______

17. Team members question one another about their current approaches and methods. ______

18. The team ensures that poor performers feel pressure and the expectation to improve.__

19. Team members willingly apologize to one another. ______

20. Team members communicate unpopular opinions to the group. ______

21. The team is clear about its direction and priorities. ______

22. Team members are slow to seek credit for their own contributions. ______

23. All members of the team are held to the same high standards. ______

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24. When conflict occurs, the team confronts and deals with the issue before moving

to another subject. ______

25. The team is aligned around common objectives. ______

26. The team consistently achieves its objectives. ______

27. The team is decisive, even when perfect information is not available. ______

28. Team members value collective success more than individual achievement. ______

29. Team members are unguarded and genuine with one another. ______

30. Team members can comfortably discuss their personal lives with one another. ______

31. The team sticks to decisions. ______

32. Team members offer unprovoked, constructive feedback to one another. ______

33. Team members support group decisions even if they initially disagreed. ______

34. Any other comments /

Recommendations________________________________________________

______________________________________________________________________________

____________________________________________________________________________

END

Thank you for your time

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