Teamwork a Key Driver in Organizations and Its Impact on Job Satisfaction of Employees in Indian Public and Private Sector Organizations

Jai Prakash Sharma and Naval Bajpai
Additional contact information
Jai Prakash Sharma: Jai Prakash Sharma, ABV-Indian Institute of Information Technology & Management, Morena Link Road, Gwalior 474 015, Madhya Pradesh, India. E-mail: jpbhatele@gmail.com; jp_252@yahoo.co.in
Naval Bajpai: Naval Bajpai, ABV-Indian Institute of Information Technology & Management, Morena Link Road, Gwalior 474 015, Madhya Pradesh, India. E-mail: navalbajpai@rediffmail.com

Global Business Review, 2014, vol. 15, issue 4, 815-831

Abstract: Despite an increasing number of studies on teamwork, no unifying work is focused on the measurement of the degree of difference in teamwork in a public sector organization and a private sector organization in the Indian context. Teamwork decreases job satisfaction, motivation and performance, and increases absenteeism and turnover intensions. We hypothesized that there is a significant difference in the degree of teamwork in public sector and private sector organization. Data were collected from 250 employees consisting of managerial and non-managerial staff from both public sector and private sector organizations. The results showed that employees in public sector organizations have a greater degree of teamwork in comparison to private sector employees. In addition job satisfaction increases or decreases with the increase or decrease in teamwork. The purpose of this study is to invoke teamwork in private sector organizations. Obtained results were in the line of the hypotheses. In terms of teamwork, a significant difference is noticed between public sector and private sector organizations. As expected, public sector employees have exhibited a higher degree of teamwork as compared to private sector employees. Most importantly, salary satisfaction is being proven as the catalyst for enhancing the job satisfaction level of employees.

Keywords: Job satisfaction; task autonomy; leadership; supervisors; super leader style; organizational commitment; organizational climate; effectiveness (search for similar items in EconPapers)
Date: 2014
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://journals.sagepub.com/doi/10.1177/0972150914543417 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:globus:v:15:y:2014:i:4:p:815-831

DOI: 10.1177/0972150914543417

Access Statistics for this article

More articles in Global Business Review from International Management Institute
Bibliographic data for series maintained by SAGE Publications ().