Abstract:
The development of team effectiveness in manufacturing aims 1) to test the
measurement model for team effectiveness, cohesiveness, job attitude, effective
communication and intrinsic motivation of team 2) to investigate the validity of
causal relation model of team effectiveness with empirical data 3) to study factors
relating to team effectiveness and develop guidelines to improve team effectiveness
and finally, 4) to study effect of team cohesiveness program on team effectiveness.
This research was a research and development by using the process of mixed
method research divided into four phases as follows. Phase 1 of the research was a
quantitative research. It was used for the measurement model testing on team
effectiveness, cohesiveness, job attitude, effective communication and intrinsic
motivation of team. Of this phase, 150 peoples from committee of occupational
safety, health and work environment of the workplace were sampled from industries.
The data was analysed by applying confirmatory factor analysis. The results found
that 5 measurement model were consistent with empirical study.
Phase 2 of the research was a quantitative research. It was used for developing
and testing the consistency of the causal relationship model of team effectiveness,
Of this phase, 430 peoples from committee of occupational safety, health and work
environment of the workplace in industrial estate in Central and Eastern of Thailand
was sampled. The data analysis by using structural equation model showed that the
causal relation model of team effectiveness strongly related with empirical study. In
this study, 3 factors can well explain variances of team effectiveness (85.30%), which
team cohesiveness was the most important direct effecting parameter on team
effectiveness. In addition, team cohesiveness can be also mediator between job
attitude and effective communication and team effectiveness.
Phase3, of the research was a qualitative research relating to the factors of
team effectiveness and the guidelines for development of team effectiveness. The
information has been collected from 1) academic 5 peoples, 2) training expert 7
peoples and 3) outstanding members in committee of occupational safety, health
and work environment of the workplace 6 peoples. The content analysis results
showed that team cohesiveness, job attitude, communication, internal motivation
and leader are causal factors of team effectiveness. In addition, job attitude,
communication and Intrinsic motivation impacts to team cohesiveness, which
continuously effect to team effectiveness. Guidelines for team effectiveness
improvement can be proposed in 2 way 1) improving team effectiveness by training
including 3 important steps: preparation phase pretraining, training phase and post
training phase and 2) improvement off team effectiveness by non training.
Final phase focused on using Experimental research to evaluate team effectiveness
after giving team cohesiveness improvement program. Sample in this phase includes
14 peoples from committee of occupational safety, health and work environment of
the workplace. The data was analysed by Wilcoxon Signed-Rank Test The results
showed that team effectiveness of sample was significantly different between before
and after giving team cohesiveness improvement program at statistically significant
level of .01.