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Teamwork increases employee motivation and performance

Workplace co-operation motivates employees to work better. This results from the latest study by Stanford University researchers published in the Journal of Experimental Psychology. Although teamwork is currently in place in many companies, according to HR staff, it is primarily a transnational group.

According to a recent study by Stanford University researchers, employees are more productive if they feel they are working on a particular task together. A study published in the Journal of Experimental Psychology thus confirms that team-building awareness and a sense of belonging increase employee productivity and motivation. This claim has been demonstrated by researchers through five different experiments. People who thought they were working in the team continued to perform a challenging task by 48% to 64% more, they also showed greater interest in the job and were not so tired of solving the task.

Teamwork has many companies already in place, but according to the HR staff, it is above all the multinationals. International companies are more aware that one of the prerequisites for success in today's competitive conditions is the ability to maximize the productivity of each worker, which teamwork helps . "A lot of companies, however, often confuse teamwork for the groups that emerged from the administrative decision . But that is not the same, these teams have no signs or common goals, " said Gabriela Kodenková, a personalist ( Building a team must be a systematic activity that can take 1-2 years. People must feel that they are part of the team. They also have to believe that as a team they are able to produce more than just doing the sum of their individual work performances.

The reasons why companies decide to introduce teamwork are different. Some want teamwork to increase productivity, flexibility, others want to reduce overtime, run upgrades, or start a change in corporate culture. Problems can then arise if the team is too big. "This may result in the creation of different subgroups, increased team management demands, and a common team spirit. Dangers can also be shared responsibility in the team, which may result in lower personal responsibility. There is also the risk of not being identified with the goal and risk of failure when the team leader is not able to lead people, " added Gabriela Kodenkova.

Source: tz

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