Unit VIII Article Critique (FYI, this assignment requires 2 Article Critiques an

Unit VIII Article Critique (FYI, this assignment requires 2 Article Critiques and must be properly Cited)Select two current, professional journal articles that are at least four pages in length. You must write a critical assessment of the articles for this assignment. Keep in mind, the research databases found in the CSU Online Library are a great source for quick exploration of thousands of articles. BSL 4060, Team Building and Leadership 3In preparation, follow the guidelines established below:Find two articles (that are less than five years old) that pertain to team building or improving team performance and annotate, in your own words, as you read. Note the authors main points and thesis statements. The critiques should be approximately two to three pages EACH in length (not counting the title and reference page). The assignment is due at the completion of Unit VIII. Plan early to avoid missing the deadline.Part I: IntroductionStart EACH critique with the following information: the author’s name, the article title, and the author’s thesis statement.Part II: SummarySummarize the author’s purpose and main points; providing examples for clarity of understanding the authors intended implications. Share key topics that support the authors focus for this article. Provide ample details to enlighten the reader as to what the article is implying for audiences who are seeking research data in regards to team building and/or the different types of teams (e.g., virtual, temporary, traditional, or innovative).Part III: Review and EvaluateTo critically review the article, ask the following questions:What are the credentials/areas of expertise of the author? Did the author use appropriate methods to gather the evidence? Did the author use accurate evidence? Does the author’s use and interpretation of this evidence lead the reader to the same conclusion? Did the author build a logical argument? Is there other evidence that would support a counter-argument? Was the author successful in making his/her point?Part IV: ConclusionState whether you agree with the author or not. Back up your decisions by stating your reasons. Give a general opinion of the work. Explain what you learned from reading the article and if you would recommend it to a friend/coworker.Format your paper using APA style. Refer to resources provided in the Student Portal. Use your own words and expressions to write the critique. Include citations and references as needed to avoid plagiarism. The paper should consist of two to three pages of body paragraphs for EACH critique, one title page, and one reference page (as the final page).Articles AttachedAvailable online at http://www.journalcra.comINTERNATIONAL JOURNALOF CURRENT RESEARCHInternational Journal of Current ResearchVol. 3, Issue, 11, pp.049-054, November, 2011ISSN: 0975-833XRESEARCH ARTICLEEFFECTS OF TEAM BUILDING ON THE PERFORMANCE OF EMPLOYEES IN ORGANIZATIONSTOWARDS THE REALIZATION OF MILLENNIUM DEVELOPMENT GOALS: A SURVEY OF SELECTEDBANKS IN ELDORET TOWNJacqueline M. Omuya1, David M. Kungu1, Leonard S. Mulongo1 and Dedan O. Onganya1Department of Development Studies- School of Human Resource Development, P.O Box 3900, EldoretARTICLE INFOArticle History:Received 28th August, 2011Received in revised form19th September, 2011Accepted 28th October, 2011Published online 20th November, 2011Key words:Teams,Team building,Employees performance,Organization performance.ABSTRACTOrganizations worldwide have various ways of enhancing their employee performance although theways vary from one organization to another depending on the actual functions of each organization.This is done in a bid to improve the performance of the organizations. It is against this backgroundthat the study sought to examine the role of teambuilding on employee performance. To meet thepurpose, the study objectives were; to examine the role of team building activities on performance;to identify team building activities in banking institutions and their contribution to employeeperformance; and to identify the challenges facing team building. The research was based on aconceptual frame work which shows that when organizations inculcate team building, the behaviorof the employees towards work and performance significantly change. This behavior is positive andtherefore employees work hard to suit each others situation aiming at good performance rewards.The target population for the study was two hundred and thirty (230) respondents drawn fromtwelve financial institutions in Eldoret town. The banks were stratified into three strata based on thenumber of employees and simple random sampling used to select a sample of one hundred andninety two (192) respondents from the strata. This was considered representative of the entirepopulation as it represents 83.5% of the target population. The SPSS programme version 11.0 wasused to analyze the data which was presented in frequency tables, bar graphs and charts. It wasestablished that the respondents had various notions concerning what team building is and whatactivities constitute team building. However this varied from one bank to another. The studyestablished that team building faces the following challenges: Delay in completion of tasks;Personality clashes; Laziness among members; Low motivation; Selfishness; Problems with regularsupplies; Competition for recognition and lack of promotions in their work places were alsoidentified as challenges facing team building. However these problems can be overcome throughtraining, empowerment of employees and performance appraisal. The study recommended that:there should be a clear budget set aside for team building activities; team coordinators (managers)should be involved in budgetary allocations and finally, all employees should be trained to ensurethey understand and concur on the benefits of team building.Copy Right, IJCR, 2011, Academic Journals. All rights reserved.INTRODUCTIONBackground of the studyTeam building has emerged as the most important groupphenomenon in organizations that enables managers to harnessthe energies of all employees to determine their strength andmaximize both group and individual productivity. Teambuilding seeks to maximize both individual and groupproductivity through the attainment of organizational goalsand also it is meant to integrate the lower level staff and thetop management in organizations so that they can work moreeffectively and produce more profit. It is an inspiration toboost productivity of employees and it involves a series ofactivities designed to create cohesion and a feeling of socialsupport (Adiar 1986).*Corresponding author: jacqueomuya@yahoo.comTeam building has been used in Japanese super markets wheremanagers ultimately depend on the ability of their members towork in concert to accomplish competitive supremacy. Themanagers use the team approach to link and align theresources available towards the attainment of theorganizational goals and also they facilitate group harmony(Dwivedi, 2006). This shows that in team building, employeesand the top management must be in speaking terms in order towork successfully. If communication is not present peopletend to have confusion, disunity and conflict in theirorganizations. Team building aims at employees comingtogether voluntarily to find solutions to problems encounteredin their day to day working lives. A team can have eight tofifteen compatible members of a department who meetregularly to take the initiative to identify problems and findalternative solutions. These members think of how toimplement these solutions in suitable areas and thus050International Journal of Current Research, Vol. 3, Issue, 11, pp.049-054, November, 2011cooperation instead of confrontation. Team building has notonly helped to improve productivity and performance but alsohas brought about harmonious relations among employeestogether with bringing out the creative talents of its members.Examples of firms that are following this team basedorganizational culture are Philips and Cadburys. These areinternational firms which have created new impacts byempowering and supporting team building. Specifically, theseorganizations are sensitive to technological changes; they aimat global market and industrial development (Dwivedi 2006).The above statements imply that team building is an importantcomponent in performance of employees in organizations.Bank employees are confined to work in a busy and isolatedenvironment. Team building helps them to socialize with oneanother and to be psychologically prepared to work together toachieve the set goals of the organization. Team building inbanks came as a remedy to achieve high performance inemployees in the late 1980s and early 1990s when there was areduction in profitability in the banking industry in Kenya.Banks were hit by a mass retrenchment exercise leading touncertainty and grumbling in the middle and the lower cadreof employees. The Kenya Bankers Association discovered thatmost bank employees were discontent and de-motivated towork.It also realized that the gap between the topmanagement and middle management staff was growing widerand wider. This showed a bad sign that could lead to seriousdecline in profitability in banks. There were high demands forperformance which could not be easily met. Team buildingwas designed to enhance cohesion amongst employees, toincrease skills and knowledge, to satisfy employees in theirwork and make them flexible. Employees involved in teambuilding trust each other, make decisions in consensus, feelfree to express themselves and participate in decision makingprocess. All the above will lead to high employee performance(Journal of Team Education 1993).findings important not only in building teams fororganizational success but also for managing employeesthrough teams to maximize productivity. The human resourcemanagers in the banking institutions will find the studysignificant in that it provides a useful framework for managingtheir employees through teams, thus understanding the role ofteam work in the accomplishment of organizational objectives.This way, team building becomes a motivational tool for boththe management and employees. The study is also significantin that it forms a useful foundation against which futurestudies can be undertaken by other researchers taking intoaccount the suggestions for further studies. Equally so,researchers interested in team building will find the study auseful literature for reference.The Study AreaThis study was carried out in twelve selected banks in EldoretTown. The study was carried in Barclays bank, Familyfinance, Standard chartered, Trans-National bank, Nationalbank, Housing Finance, ABC bank, K-Rep bank, Cooperativebank, Kenya Commercial bank, Equity and Bank of Barodaout of eighteen banks in Eldoret. The study location waspreferred because banks in Kenya are well represented in thearea.Conceptual frameworkThe study was based on a conceptual framework that showsthat team building is a vital component on performance ofemployees in organizations.Statement of the ProblemAs much as team building plays an instrumental role inorganizations, its actual effect in banking institutions has notbeen fully articulated or felt. Information on the relationshipbetween team building and employee performance in thebanking sector remains scanty and for this reason, theresearcher sought to find out the actual effects of teambuilding on performance of employees. The study objectiveswere as follows;i.ii.To identify types of team building activities inbanking institutions and their contribution toemployee performance.To examine the role of team building activities andhow they are related to employee performance.Research Questionsi.ii.What kinds of team building activities are present inbanking institutions and what is their contribution toemployee performance?What is the role of team building activities and howare they related to employee performance?Significance of the StudyThe study is significant to various stakeholders. Foremost, thebanking institutions will find the study and more so itsThe figure shows that in order for team building to exist in thework place there must be financial resources committed to thetraining of employees on team building, the organization musthave the right equipment for quality work to be done and goodcommunication from the top management. When teambuilding is well practiced, the result is improved performance,improved productivity improved morale and positive attitudetowards work. The employees change positively whenorganizations give good remunerations. Employees aremotivated and cooperative to work towards the set goals.Organizations can only arrive at objective human resourcedecisions and improved processes and procedures throughgood performance standards of employees.051International Journal of Current Research, Vol. 3, Issue, 11, pp.049-054, November, 2011RESEARCH DESIGN AND METHODOLOGYThe study adopted a descriptive design. A descriptive designis that which is concerned with describing the characteristicsof a particular individual or group. This design enabled theresearcher to collect information through questionnaire whichhelped the researcher to assess the current situation as it is inorganizations visited. The respondents were employees oftwelve banking institutions in Eldoret town which formed atarget population of two hundred and thirty (230) bankemployees as the researcher was only able to sample twelvebanks in Eldoret town as six were not sampled becausemanagers could not to allow any research to be conducted intheir banks. This was 66.7% of all the eighteen banks thatexist in Eldoret town. Stratified sampling technique was usedin selecting the sample population. The banks were firststratified into three strata based on the number of employeessince the number of employees determines the nature and sizeof teams, factors which are critical to team development andperformance. After stratification, samples were picked fromeach stratum using the simple random sampling technique.The research employed a structured questionnaire to obtaindata from the respondents. The questionnaires were distributedto various respondents, who completed them at theirconvenient time but within three weeks. The received andcollected data was classified into categories then tabulated tofit into different categories and then counted to separate caseswhich belonged to each category. Descriptive statistics wasused to compute frequency tables where absolute frequenciesand percentages of respondents were considered to facilitatecomparisons.RESULTS AND DISCUSSIONMembers involved in team building activitiesThe study sought to find out who is involved in team buildingactivities. This was necessary so as to ascertain whether allemployees participate in team building activities or not.Findings in table 2 indicate that a majority of the respondents(79.7%) indicated that all employees participate inteambuilding activities while others felt it is the middlemanagement and the top management which fully participatein teambuilding activities. This shows that teams have beenformed for all cadres of employees in the banking institutionsfor then purpose of improving performance at the work place.However, lack of unanimity implies lack of high levelinstitutional commitment to team building. While bankemployees (respondents) are aware that team building isimportant, they only reported who is involved in form ofperception more than observation. Glaser (1994) observed thatemployee involvement and participation is crucial to theirsuccess and team building helps individuals learn toparticipate and adapt to changing situations. This means thatanybody who does not get involved would be left behind andwould drag the organization behind when pursuing itsobjectives. This in short implies that everybody in theorganization should be involved in team building, from top(CEO) to the lowest (cleaner).Who coordinates the teambuilding activitiesThe study sought to establish who coordinates team buildingactivities. This was necessary because Teams must haveleaders who direct them how to utilize organizationalresources for better performance. The findings as per table 3reveal that 96.9% of the respondents indicated that a manageror project coordinator is in-charge. A significant proportion(39.1%) state that marketing department coordinates teambuilding activities. In order to build team spirit, Jay (2003)suggests that different people should be put in charge ofdifferent projects. This keeps the team in fluid and encouragesmutual respect. More experienced or more skilled peopleshould be put in charge of more demanding projects and thenewest members can be placed on the less demand jobs. Inaddition, Jay (2003) recommends that team members shouldbe encouraged to support each other, should be trainedtogether, should be given confidential information and treatedas part of the team all in an effort to coordinate successfulteams and build team spirit. This does seem not to behappening in teams in banking institutions in Eldoret.Team building activities that exist in banksThe researcher sought to establish the type of team buildingactivities that existed in financial institutions. This wasnecessary to know the activities they participated in thatencouraged team building and performance in theirorganizations. The results as shown in table 4 indicates thatforming discussion groups reported by 72 (37.5%) of therespondents and out door sporting activities reported by 69(35.9) are the most common team building activities practicedin banking institutions in Eldoret. There are however, anumber of other non-traditional team building activitiesmentioned by a small but significant proportion of therespondents. These activities include; The wall, the walk, thefall, human checker, get off your chair, famous people, thetraffic jam and perfect square in that order of frequency. Draft(1991) observes that team building is not a random process butevolves over definite stages. In the beginning team membershave to get to know one another, establish norms and roles,clarify team tasks and divide labour. This makes memberspart of an operation unit. Plunkett and Attner (1994) listedfive steps of team building that occur in sequence whichinclude; Forming, storming, norming performing andadjourning. This cycle is then repeated and when teams arewell established, other activities are carried out not only tosustain the teams but also to improve cohesion. Cohesion is adynamic process which is reflected in the tendency for a groupto stick together and remain united in the pursuit of its goalsand objectives (Canon, 1982). If banking institutions had wellestablished mechanisms/procedures of team building, then allemployees would belong to at least a team and therefore beconversant with not only the stages in team building but alsoactivities that enhance team cohesion. This does not seem tobe the case since none of the respondent mentioned the teambuilding activities essential in all stages of team building orteam development. This implies that the concept of teams isreceiving inadequate attention in banking institutions inEldoret.Benefits of team activitiesThe researcher sought to establish the benefits accruing fromteam activities in financial institutions. This was necessary toascertain whether the respondents realize the importance ofteam building on their performance. The respondents indicatethat successful team building leads to employees being unitedand committed reported by (89.1%), high morale (47%) high052International Journal of Current Research, Vol. 3, Issue, 11, pp.049-054, November, 2011Table 1: Sample Size DeterminationStrata1 – 15 employeesTotal16- 30 employeesTotal31- 46 employeesTotalGrand TotalNo of Banks1. Baroda2. ABC3. Transnational4. HFCK5. Standard Chartered6. K-RepTotal No.61097131156252720301023834722301. Co-operative2. National3. Family Finance4. Equity1. Barclays2. KCB12 BanksSample size409062192Table 2 Distribution of Responses on who is involved in Team Building ActivitiesResponses on who is involved in teamBuilding ActivitiesAll employeesMiddle Level ManagementSenior ManagementFrequencyPercentage15310214879.753.177.1Table 3: Distribution of Responses on who Coordinates Team Building ActivitiesResponseManagersMarketing DepartmentTotalFrequency1866192Percentage96.93.1100Table 4: Team Building activities that exist in BanksTeam Building ActivitiesHuman CheckerGet off your chairRope pullingThe wallThe WalkThe FallThe Traffic JamPerfect SquareForming Discussion GroupsOutdoor Activities SportsFrequency (F)36363351484218157269Percentage (%)18.818.817.226.625.021.99.47.837.535.9Table 5: The Benefit of Team ActivitiesGreatest Benefit of Team ActivitiesPeople are united and committedHigh moraleHigh PerformanceThey all can make decisions on their ownFrequency (f)17114715051Percent (%)89.176.678.126.6Table 6: Distribution of Respondents Suggestions on how to improve Team Building ActivitiesSuggestions on how to improve team building activitiesTrainingTeam Building activities should be done outside the organization with the rightequipment and materialsThere should be regular team activitiesEmployees should be given freedom to decision makingStaff should accept mistakes and correct themEmployees should love working as a teamThrough appraisals and promotionsPeople should be united and committedperformance (78.1%) and participating in decision making(26.6%). These were impressive responses since it shows thatthe employees are aware that successful teams would helpthem by improving performance at work. Ibbotson andFrequency10539Percent54.720.310334281181715.217.221.942.29.486.1Newell (1996) noted that traditional organizations withindividual orientations that do not utilize the power of a teamapproach can no longer be competitive in the intricate anddynamic world of business. Teams employ and exploit a053International Journal of Current Research, Vol. 3, Issue, 11, pp.049-054, November, 2011variety of technical expertise welded by team members,involve employees with change, serve to keep all teammembers motivated, make them feel important, and helpmembers acquire new skills and perceptions Salas et al (1999).There is however a narrow scope of understanding of benefitsaccruing from belonging to teams in an organization bymembers of banking institutions in Eldoret. This implies thatthe level of awareness of the importance of team building ishigh. This view is supported by the response to the questionon what team building activities are applied in solvingperformance related problems in the organizations whererespondents work. The most commonly mentioned activityused to solve performance problems is training reported by20.3% of the respondents. According to Brown (1992) teamsare built so as to set team goals and priorities, analyze groupwork methods and examine interpersonal relationships withingroups. In solving performance related problems, teamswould be expected to do exactly that and in addition, analyzethe problem to identify the rule of each member who isrecognized to include contributors.Suggestions on how to improve team building activitiesThe study further sought to establish responses on how teamactivities can be improved. This was necessary so as toascertain whether employees have any major interest onimproved performance through team activities. The findings intable 6 suggest that a majority of the respondents (86.1%)viewed unity in the work place as a major factor to improveteam building activities in their organizations. This suggeststhat in order for organizations to perform well theinterpersonal barriers have to be broken so that people canwork together, be united and committed to accomplishorganizational goals.ConclusionsIn general, it can be concluded that team building activitiesexist in banks in Eldoret but they are not being given theattention they deserve. Respondents seem to understand whatteambuilding is and indicated that the most commonteambuilding activities are forming discussion groups andholding outdoor sporting activities. However, there is a widedisparity of teambuilding activities that exists in the banks andnew ones ought to be installed in order to create and buildstrong teams. The study also established that employeesbecome more united and committed, get high morale leadingto high performance since they all participate in decisionmaking. However, it does emerge that the level ofunderstanding of teambuilding is low since there seemed to beunanimous responses from respondents who are expected tobe team members. further, teambuilding activities boosts theirmorale, enables them beat deadlines and gives themsatisfaction thus lead to them exploiting their talents andimproving productivity.RecommendationsFollowing the study findings it is clear that the teams approachis the best system to adopt in order to enhanceindividual/employees performance in organizations. Toachieve maximum benefits from teams, the followingrecommendations are advanced;1) There should be a clear budget for teambuildingactivities and team coordinators should be involvedin budgetary allocations2) All employees should belong to a team and trained toensure they understand and concur on benefits ofteambuilding3) Coordination of teambuilding activities should beassigned to any team member every time a newactivity is to be started. Choice of coordinator shouldbe based on complexity of the activity and ability,skills and experience of team members but allmembers must have a chance to lead4) Team members are individuals with differentemotional needs, this must be known and individualdifferences understood so as to create teams that areable to utilize them as strengths and not weaknesses.Individual development plan should be incorporatedin team management to motivate staff.5) Communications among teams need to be improvedto ensure all members have sufficient information tobase their decisions and further, Staff should beinvolved in making decisions on matters affectingtheir work operations.6) Teams should be motivated with rewards once a teamhas accomplished strategic milestones. These can beeither monetary or non monetary i.e. well done,Thank you for your hard work these can have atremendous effect.7) Finally, team building activities should be designed,planned, executed and monitored so as to createsynergy, increase skills and knowledge, createorganizationalflexibility,providememberssatisfaction and allow members freedom toparticipate in decision making and implantingchanges.Recommendations for further researchIt may be necessary to carry out further research onteambuilding activities to establish;i.The type of training that can be given to teams toensure cohesiveness in banking institutionsii.The level of communication from the topmanagement to the lower cadre employees.iii.The relationship between teambuilding activities a…Unit VIII Article Critique (FYI, this assignment requires 2 Article Critiques and must be properly Cited)Select two current, professional journal articles that are at least four pages in length. You must write a critical assessment of the articles for this assignment. Keep in mind, the research databases found in the CSU Online Library are a great source for quick exploration of thousands of articles. BSL 4060, Team Building and Leadership 3In preparation, follow the guidelines established below:Find two articles (that are less than five years old) that pertain to team building or improving team performance and annotate, in your own words, as you read. Note the authors main points and thesis statements. The critiques should be approximately two to three pages EACH in length (not counting the title and reference page). The assignment is due at the completion of Unit VIII. Plan early to avoid missing the deadline.Part I: IntroductionStart EACH critique with the following information: the author’s name, the article title, and the author’s thesis statement.Part II: SummarySummarize the author’s purpose and main points; providing examples for clarity of understanding the authors intended implications. Share key topics that support the authors focus for this article. Provide ample details to enlighten the reader as to what the article is implying for audiences who are seeking research data in regards to team building and/or the different types of teams (e.g., virtual, temporary, traditional, or innovative).Part III: Review and EvaluateTo critically review the article, ask the following questions:What are the credentials/areas of expertise of the author? Did the author use appropriate methods to gather the evidence? Did the author use accurate evidence? Does the author’s use and interpretation of this evidence lead the reader to the same conclusion? Did the author build a logical argument? Is there other evidence that would support a counter-argument? Was the author successful in making his/her point?Part IV: ConclusionState whether you agree with the author or not. Back up your decisions by stating your reasons. Give a general opinion of the work. Explain what you learned from reading the article and if you would recommend it to a friend/coworker.Format your paper using APA style. Refer to resources provided in the Student Portal. Use your own words and expressions to write the critique. Include citations and references as needed to avoid plagiarism. The paper should consist of two to three pages of body paragraphs for EACH critique, one title page, and one reference page (as the final page).Articles AttachedAvailable online at http://www.journalcra.comINTERNATIONAL JOURNALOF CURRENT RESEARCHInternational Journal of Current ResearchVol. 3, Issue, 11, pp.049-054, November, 2011ISSN: 0975-833XRESEARCH ARTICLEEFFECTS OF TEAM BUILDING ON THE PERFORMANCE OF EMPLOYEES IN ORGANIZATIONSTOWARDS THE REALIZATION OF MILLENNIUM DEVELOPMENT GOALS: A SURVEY OF SELECTEDBANKS IN ELDORET TOWNJacqueline M. Omuya1, David M. Kungu1, Leonard S. Mulongo1 and Dedan O. Onganya1Department of Development Studies- School of Human Resource Development, P.O Box 3900, EldoretARTICLE INFOArticle History:Received 28th August, 2011Received in revised form19th September, 2011Accepted 28th October, 2011Published online 20th November, 2011Key words:Teams,Team building,Employees performance,Organization performance.ABSTRACTOrganizations worldwide have various ways of enhancing their employee performance although theways vary from one organization to another depending on the actual functions of each organization.This is done in a bid to improve the performance of the organizations. It is against this backgroundthat the study sought to examine the role of teambuilding on employee performance. To meet thepurpose, the study objectives were; to examine the role of team building activities on performance;to identify team building activities in banking institutions and their contribution to employeeperformance; and to identify the challenges facing team building. The research was based on aconceptual frame work which shows that when organizations inculcate team building, the behaviorof the employees towards work and performance significantly change. This behavior is positive andtherefore employees work hard to suit each others situation aiming at good performance rewards.The target population for the study was two hundred and thirty (230) respondents drawn fromtwelve financial institutions in Eldoret town. The banks were stratified into three strata based on thenumber of employees and simple random sampling used to select a sample of one hundred andninety two (192) respondents from the strata. This was considered representative of the entirepopulation as it represents 83.5% of the target population. The SPSS programme version 11.0 wasused to analyze the data which was presented in frequency tables, bar graphs and charts. It wasestablished that the respondents had various notions concerning what team building is and whatactivities constitute team building. However this varied from one bank to another. The studyestablished that team building faces the following challenges: Delay in completion of tasks;Personality clashes; Laziness among members; Low motivation; Selfishness; Problems with regularsupplies; Competition for recognition and lack of promotions in their work places were alsoidentified as challenges facing team building. However these problems can be overcome throughtraining, empowerment of employees and performance appraisal. The study recommended that:there should be a clear budget set aside for team building activities; team coordinators (managers)should be involved in budgetary allocations and finally, all employees should be trained to ensurethey understand and concur on the benefits of team building.Copy Right, IJCR, 2011, Academic Journals. All rights reserved.INTRODUCTIONBackground of the studyTeam building has emerged as the most important groupphenomenon in organizations that enables managers to harnessthe energies of all employees to determine their strength andmaximize both group and individual productivity. Teambuilding seeks to maximize both individual and groupproductivity through the attainment of organizational goalsand also it is meant to integrate the lower level staff and thetop management in organizations so that they can work moreeffectively and produce more profit. It is an inspiration toboost productivity of employees and it involves a series ofactivities designed to create cohesion and a feeling of socialsupport (Adiar 1986).*Corresponding author: jacqueomuya@yahoo.comTeam building has been used in Japanese super markets wheremanagers ultimately depend on the ability of their members towork in concert to accomplish competitive supremacy. Themanagers use the team approach to link and align theresources available towards the attainment of theorganizational goals and also they facilitate group harmony(Dwivedi, 2006). This shows that in team building, employeesand the top management must be in speaking terms in order towork successfully. If communication is not present peopletend to have confusion, disunity and conflict in theirorganizations. Team building aims at employees comingtogether voluntarily to find solutions to problems encounteredin their day to day working lives. A team can have eight tofifteen compatible members of a department who meetregularly to take the initiative to identify problems and findalternative solutions. These members think of how toimplement these solutions in suitable areas and thus050International Journal of Current Research, Vol. 3, Issue, 11, pp.049-054, November, 2011cooperation instead of confrontation. Team building has notonly helped to improve productivity and performance but alsohas brought about harmonious relations among employeestogether with bringing out the creative talents of its members.Examples of firms that are following this team basedorganizational culture are Philips and Cadburys. These areinternational firms which have created new impacts byempowering and supporting team building. Specifically, theseorganizations are sensitive to technological changes; they aimat global market and industrial development (Dwivedi 2006).The above statements imply that team building is an importantcomponent in performance of employees in organizations.Bank employees are confined to work in a busy and isolatedenvironment. Team building helps them to socialize with oneanother and to be psychologically prepared to work together toachieve the set goals of the organization. Team building inbanks came as a remedy to achieve high performance inemployees in the late 1980s and early 1990s when there was areduction in profitability in the banking industry in Kenya.Banks were hit by a mass retrenchment exercise leading touncertainty and grumbling in the middle and the lower cadreof employees. The Kenya Bankers Association discovered thatmost bank employees were discontent and de-motivated towork.It also realized that the gap between the topmanagement and middle management staff was growing widerand wider. This showed a bad sign that could lead to seriousdecline in profitability in banks. There were high demands forperformance which could not be easily met. Team buildingwas designed to enhance cohesion amongst employees, toincrease skills and knowledge, to satisfy employees in theirwork and make them flexible. Employees involved in teambuilding trust each other, make decisions in consensus, feelfree to express themselves and participate in decision makingprocess. All the above will lead to high employee performance(Journal of Team Education 1993).findings important not only in building teams fororganizational success but also for managing employeesthrough teams to maximize productivity. The human resourcemanagers in the banking institutions will find the studysignificant in that it provides a useful framework for managingtheir employees through teams, thus understanding the role ofteam work in the accomplishment of organizational objectives.This way, team building becomes a motivational tool for boththe management and employees. The study is also significantin that it forms a useful foundation against which futurestudies can be undertaken by other researchers taking intoaccount the suggestions for further studies. Equally so,researchers interested in team building will find the study auseful literature for reference.The Study AreaThis study was carried out in twelve selected banks in EldoretTown. The study was carried in Barclays bank, Familyfinance, Standard chartered, Trans-National bank, Nationalbank, Housing Finance, ABC bank, K-Rep bank, Cooperativebank, Kenya Commercial bank, Equity and Bank of Barodaout of eighteen banks in Eldoret. The study location waspreferred because banks in Kenya are well represented in thearea.Conceptual frameworkThe study was based on a conceptual framework that showsthat team building is a vital component on performance ofemployees in organizations.Statement of the ProblemAs much as team building plays an instrumental role inorganizations, its actual effect in banking institutions has notbeen fully articulated or felt. Information on the relationshipbetween team building and employee performance in thebanking sector remains scanty and for this reason, theresearcher sought to find out the actual effects of teambuilding on performance of employees. The study objectiveswere as follows;i.ii.To identify types of team building activities inbanking institutions and their contribution toemployee performance.To examine the role of team building activities andhow they are related to employee performance.Research Questionsi.ii.What kinds of team building activities are present inbanking institutions and what is their contribution toemployee performance?What is the role of team building activities and howare they related to employee performance?Significance of the StudyThe study is significant to various stakeholders. Foremost, thebanking institutions will find the study and more so itsThe figure shows that in order for team building to exist in thework place there must be financial resources committed to thetraining of employees on team building, the organization musthave the right equipment for quality work to be done and goodcommunication from the top management. When teambuilding is well practiced, the result is improved performance,improved productivity improved morale and positive attitudetowards work. The employees change positively whenorganizations give good remunerations. Employees aremotivated and cooperative to work towards the set goals.Organizations can only arrive at objective human resourcedecisions and improved processes and procedures throughgood performance standards of employees.051International Journal of Current Research, Vol. 3, Issue, 11, pp.049-054, November, 2011RESEARCH DESIGN AND METHODOLOGYThe study adopted a descriptive design. A descriptive designis that which is concerned with describing the characteristicsof a particular individual or group. This design enabled theresearcher to collect information through questionnaire whichhelped the researcher to assess the current situation as it is inorganizations visited. The respondents were employees oftwelve banking institutions in Eldoret town which formed atarget population of two hundred and thirty (230) bankemployees as the researcher was only able to sample twelvebanks in Eldoret town as six were not sampled becausemanagers could not to allow any research to be conducted intheir banks. This was 66.7% of all the eighteen banks thatexist in Eldoret town. Stratified sampling technique was usedin selecting the sample population. The banks were firststratified into three strata based on the number of employeessince the number of employees determines the nature and sizeof teams, factors which are critical to team development andperformance. After stratification, samples were picked fromeach stratum using the simple random sampling technique.The research employed a structured questionnaire to obtaindata from the respondents. The questionnaires were distributedto various respondents, who completed them at theirconvenient time but within three weeks. The received andcollected data was classified into categories then tabulated tofit into different categories and then counted to separate caseswhich belonged to each category. Descriptive statistics wasused to compute frequency tables where absolute frequenciesand percentages of respondents were considered to facilitatecomparisons.RESULTS AND DISCUSSIONMembers involved in team building activitiesThe study sought to find out who is involved in team buildingactivities. This was necessary so as to ascertain whether allemployees participate in team building activities or not.Findings in table 2 indicate that a majority of the respondents(79.7%) indicated that all employees participate inteambuilding activities while others felt it is the middlemanagement and the top management which fully participatein teambuilding activities. This shows that teams have beenformed for all cadres of employees in the banking institutionsfor then purpose of improving performance at the work place.However, lack of unanimity implies lack of high levelinstitutional commitment to team building. While bankemployees (respondents) are aware that team building isimportant, they only reported who is involved in form ofperception more than observation. Glaser (1994) observed thatemployee involvement and participation is crucial to theirsuccess and team building helps individuals learn toparticipate and adapt to changing situations. This means thatanybody who does not get involved would be left behind andwould drag the organization behind when pursuing itsobjectives. This in short implies that everybody in theorganization should be involved in team building, from top(CEO) to the lowest (cleaner).Who coordinates the teambuilding activitiesThe study sought to establish who coordinates team buildingactivities. This was necessary because Teams must haveleaders who direct them how to utilize organizationalresources for better performance. The findings as per table 3reveal that 96.9% of the respondents indicated that a manageror project coordinator is in-charge. A significant proportion(39.1%) state that marketing department coordinates teambuilding activities. In order to build team spirit, Jay (2003)suggests that different people should be put in charge ofdifferent projects. This keeps the team in fluid and encouragesmutual respect. More experienced or more skilled peopleshould be put in charge of more demanding projects and thenewest members can be placed on the less demand jobs. Inaddition, Jay (2003) recommends that team members shouldbe encouraged to support each other, should be trainedtogether, should be given confidential information and treatedas part of the team all in an effort to coordinate successfulteams and build team spirit. This does seem not to behappening in teams in banking institutions in Eldoret.Team building activities that exist in banksThe researcher sought to establish the type of team buildingactivities that existed in financial institutions. This wasnecessary to know the activities they participated in thatencouraged team building and performance in theirorganizations. The results as shown in table 4 indicates thatforming discussion groups reported by 72 (37.5%) of therespondents and out door sporting activities reported by 69(35.9) are the most common team building activities practicedin banking institutions in Eldoret. There are however, anumber of other non-traditional team building activitiesmentioned by a small but significant proportion of therespondents. These activities include; The wall, the walk, thefall, human checker, get off your chair, famous people, thetraffic jam and perfect square in that order of frequency. Draft(1991) observes that team building is not a random process butevolves over definite stages. In the beginning team membershave to get to know one another, establish norms and roles,clarify team tasks and divide labour. This makes memberspart of an operation unit. Plunkett and Attner (1994) listedfive steps of team building that occur in sequence whichinclude; Forming, storming, norming performing andadjourning. This cycle is then repeated and when teams arewell established, other activities are carried out not only tosustain the teams but also to improve cohesion. Cohesion is adynamic process which is reflected in the tendency for a groupto stick together and remain united in the pursuit of its goalsand objectives (Canon, 1982). If banking institutions had wellestablished mechanisms/procedures of team building, then allemployees would belong to at least a team and therefore beconversant with not only the stages in team building but alsoactivities that enhance team cohesion. This does not seem tobe the case since none of the respondent mentioned the teambuilding activities essential in all stages of team building orteam development. This implies that the concept of teams isreceiving inadequate attention in banking institutions inEldoret.Benefits of team activitiesThe researcher sought to establish the benefits accruing fromteam activities in financial institutions. This was necessary toascertain whether the respondents realize the importance ofteam building on their performance. The respondents indicatethat successful team building leads to employees being unitedand committed reported by (89.1%), high morale (47%) high052International Journal of Current Research, Vol. 3, Issue, 11, pp.049-054, November, 2011Table 1: Sample Size DeterminationStrata1 – 15 employeesTotal16- 30 employeesTotal31- 46 employeesTotalGrand TotalNo of Banks1. Baroda2. ABC3. Transnational4. HFCK5. Standard Chartered6. K-RepTotal No.61097131156252720301023834722301. Co-operative2. National3. Family Finance4. Equity1. Barclays2. KCB12 BanksSample size409062192Table 2 Distribution of Responses on who is involved in Team Building ActivitiesResponses on who is involved in teamBuilding ActivitiesAll employeesMiddle Level ManagementSenior ManagementFrequencyPercentage15310214879.753.177.1Table 3: Distribution of Responses on who Coordinates Team Building ActivitiesResponseManagersMarketing DepartmentTotalFrequency1866192Percentage96.93.1100Table 4: Team Building activities that exist in BanksTeam Building ActivitiesHuman CheckerGet off your chairRope pullingThe wallThe WalkThe FallThe Traffic JamPerfect SquareForming Discussion GroupsOutdoor Activities SportsFrequency (F)36363351484218157269Percentage (%)18.818.817.226.625.021.99.47.837.535.9Table 5: The Benefit of Team ActivitiesGreatest Benefit of Team ActivitiesPeople are united and committedHigh moraleHigh PerformanceThey all can make decisions on their ownFrequency (f)17114715051Percent (%)89.176.678.126.6Table 6: Distribution of Respondents Suggestions on how to improve Team Building ActivitiesSuggestions on how to improve team building activitiesTrainingTeam Building activities should be done outside the organization with the rightequipment and materialsThere should be regular team activitiesEmployees should be given freedom to decision makingStaff should accept mistakes and correct themEmployees should love working as a teamThrough appraisals and promotionsPeople should be united and committedperformance (78.1%) and participating in decision making(26.6%). These were impressive responses since it shows thatthe employees are aware that successful teams would helpthem by improving performance at work. Ibbotson andFrequency10539Percent54.720.310334281181715.217.221.942.29.486.1Newell (1996) noted that traditional organizations withindividual orientations that do not utilize the power of a teamapproach can no longer be competitive in the intricate anddynamic world of business. Teams employ and exploit a053International Journal of Current Research, Vol. 3, Issue, 11, pp.049-054, November, 2011variety of technical expertise welded by team members,involve employees with change, serve to keep all teammembers motivated, make them feel important, and helpmembers acquire new skills and perceptions Salas et al (1999).There is however a narrow scope of understanding of benefitsaccruing from belonging to teams in an organization bymembers of banking institutions in Eldoret. This implies thatthe level of awareness of the importance of team building ishigh. This view is supported by the response to the questionon what team building activities are applied in solvingperformance related problems in the organizations whererespondents work. The most commonly mentioned activityused to solve performance problems is training reported by20.3% of the respondents. According to Brown (1992) teamsare built so as to set team goals and priorities, analyze groupwork methods and examine interpersonal relationships withingroups. In solving performance related problems, teamswould be expected to do exactly that and in addition, analyzethe problem to identify the rule of each member who isrecognized to include contributors.Suggestions on how to improve team building activitiesThe study further sought to establish responses on how teamactivities can be improved. This was necessary so as toascertain whether employees have any major interest onimproved performance through team activities. The findings intable 6 suggest that a majority of the respondents (86.1%)viewed unity in the work place as a major factor to improveteam building activities in their organizations. This suggeststhat in order for organizations to perform well theinterpersonal barriers have to be broken so that people canwork together, be united and committed to accomplishorganizational goals.ConclusionsIn general, it can be concluded that team building activitiesexist in banks in Eldoret but they are not being given theattention they deserve. Respondents seem to understand whatteambuilding is and indicated that the most commonteambuilding activities are forming discussion groups andholding outdoor sporting activities. However, there is a widedisparity of teambuilding activities that exists in the banks andnew ones ought to be installed in order to create and buildstrong teams. The study also established that employeesbecome more united and committed, get high morale leadingto high performance since they all participate in decisionmaking. However, it does emerge that the level ofunderstanding of teambuilding is low since there seemed to beunanimous responses from respondents who are expected tobe team members. further, teambuilding activities boosts theirmorale, enables them beat deadlines and gives themsatisfaction thus lead to them exploiting their talents andimproving productivity.RecommendationsFollowing the study findings it is clear that the teams approachis the best system to adopt in order to enhanceindividual/employees performance in organizations. Toachieve maximum benefits from teams, the followingrecommendations are advanced;1) There should be a clear budget for teambuildingactivities and team coordinators should be involvedin budgetary allocations2) All employees should belong to a team and trained toensure they understand and concur on benefits ofteambuilding3) Coordination of teambuilding activities should beassigned to any team member every time a newactivity is to be started. Choice of coordinator shouldbe based on complexity of the activity and ability,skills and experience of team members but allmembers must have a chance to lead4) Team members are individuals with differentemotional needs, this must be known and individualdifferences understood so as to create teams that areable to utilize them as strengths and not weaknesses.Individual development plan should be incorporatedin team management to motivate staff.5) Communications among teams need to be improvedto ensure all members have sufficient information tobase their decisions and further, Staff should beinvolved in making decisions on matters affectingtheir work operations.6) Teams should be motivated with rewards once a teamhas accomplished strategic milestones. These can beeither monetary or non monetary i.e. well done,Thank you for your hard work these can have atremendous effect.7) Finally, team building activities should be designed,planned, executed and monitored so as to createsynergy, increase skills and knowledge, createorganizationalflexibility,providememberssatisfaction and allow members freedom toparticipate in decision making and implantingchanges.Recommendations for further researchIt may be necessary to carry out further research onteambuilding activities to establish;i.The type of training that can be given to teams toensure cohesiveness in banking institutionsii.The level of communication from the topmanagement to the lower cadre employees.iii.The relationship between teambuilding activities a…