Abstract:
In any organisation, the contribution of each employee, no matter how small, holds importance. The study aimed to analyse the effect of team-building on employee performance at the GWDA. This study embraced a positivist research philosophy, employing a deductive approach and a quantitative strategy. A cross-sectional design was chosen to represent the current state, covering the entire GWDA employee population (282). The sample size of 165 was determined using Slovin's Formula through simple random sampling and a response rate of 67.27% was achieved. Data was collected through surveys and secondary sources, and analysis involves descriptive and regression analysis in Microsoft Excel. From the findings, the participants generally agreed moderately on aspects like social identity, clear goals, and communication, indicating a positive organisational atmosphere. The identification of teams showed overall positive trends and consensus on key elements in terms of understanding team objectives, confidence in collaboration, and satisfaction with team communication. The regression analysis emphasised meaningful and positive links between employee performance and crucial factors such as shared social identity, clear and challenging goals, and enhanced communication and collaboration. While exchange of social resources has a positive impact, its statistical significance is not confirmed. Overall, the study underscored the robust predictive role of team building in improving employee performance. The research recommended that organisations should put in place team-building programmes, explore the sharing of social resources, create a system for ongoing feedback, offer opportunities for professional development, and encourage transparent communication.
