Teamwork is becoming an increasingly popular method for obtaining greater organisational flexibility, as well as other benefits such as reduced supervision costs, faster lead times, innovation, more effective decision-making, improved customer service, and increased employee morale. Most investment and financial advisory firms have reorganised their employees into teams to improve client service and investment performance. This trend towards collaboration is becoming increasingly prevalent in a variety of industries. One survey found that more than half of US businesses use teams to a high or very high degree to conduct their daily operations. The purpose of this study is to determine the connection between collaboration characteristics and employee job satisfaction. There is also some literature review support for two elements of collaboration characteristics, namely team member diversity and communication. For measuring this data, questionnaires were developed for data collection. The questionnaires were distributed to 234 individuals, and SPSS software was used to analyse the data. Three methods were used to compile the research findings: descriptive analysis, reliability analysis, and correlation analysis. This document describes the process of interpreting and analysing the findings. According to the results, there is a correlation between team member diversity and communication and employee job satisfaction.
Abraham, S. (2012). Job satisfaction as an antecedent to employee engagement. SIES Journal of Management, 8(2), 27- 36.
Agrawal, S. (2015). Predictors of employee engagement: A public sector unit experience. Strategic HR Review, 14(1/2), doi: 10.1108/SHR-07-2014-0044
Albdour, A. A., & Altarawneh, I. I. (2014). Employee engagement and organizational commitment: Evidence from Jordan.
International Journal of Business, 19(2), 192–212.
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7–35. doi: 10.1108/JOEPP-08-2014-0042
Ali, S., & Farooqi, Y. A. (2014). Effect of work overload on job satisfaction, effect of job satisfaction on employee performance and employee engagement (A case of public sector university of Gujranwala division. International Journal of Multidisciplinary Sciences and Engineering, 5(8), 23-30.
Andrew, O. C., & Sofian, S. (2012). Individual factors and work outcomes of employee engagement. Social and Behavioral Sciences, 40, 498–508. doi: 10.1016/j. sbspro.2012.03.222
Ariani, D. W. (2013). The relationship between employee engagement, organizational citizenship behavior, and counterproductive work behavior. International Journal of Business Administration, 4(2), 46-56. doi: 10.5430/ijba.v4n2p46
Aslam, H. D., Aslam, M., Ali. N., & Habib, B. (2013). Importance of human resource managementin 21st century: A theoretical perspective. International Journal of Human Resource Studies, 3(3), 87–96.
Bano, S., Khan, M. A., Rehman, Q. H. U., & Humayoun, A. A. (2011). Schematizing talent management, a core business issue. Far East Journal of Psychology and Business, 2(1), 4-16.
Buitendach, J. H., & Rothmann, S. (2009). The validation of the Minnesota job satisfaction questionnaire in selected organisations in South Africa. SA Journal of Human Resource Management, 7(1), 1–8.
Burma, Z. A. (2014). Human resource management and its importance for today’s organizations. International Journal of Education and Social Science, 1(2), 85-94. Cheche, S. G., Muathe, S. M. A., & Maina, S. M. (2017). Employee engagement, organisational commitment and performance of selected state corporations in Kenya, European Scientific Journal November 2017, 13(31), 317–327. doi:10.19044/esj. 2017.v13n31p317
Cronbach, L. J., & Shavelson, R. J. (2004). My current thoughts on coefficient alpha and successor procedures. Educational and Psychological Measurement, 64(3), 391–418. Dublin City University. (2011). Human resources department senior human resources manager (5 year fixed term contract). Retrieved June 14, 2018 from https://www.dcu.ie/sites/default/files/hr/Senior%20Human%20Resources%20Manager%20%205%20year%20refor matted_0.pdf
Goetz, K., Campbell, S. M., Broge, B., Dörfer, C. E., Brodowski, M., & Szecsenyi, J. (2012). The impact of intrinsic and extrinsic factors on the job satisfaction of dentists. Community Dentistry and Oral Epidemiology, 40(5), 474–480. doi: 10.1111/j.1600- 0528.2012.00693.x
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis: A global perspective (7th ed.).New Jersey, NJ: Pearson.
Hamidi, N., Saberi, H., & Safari, M. (2014). The effect of implementation of talent management on job satisfaction governmental organizations (Case study: Ministry of Roads and Urban). Journal of Novel Applied Sciences, 3(1), 100–113.
Herzberg, F. (1987). One more time: How do you motivate employees? Retrieved January 13, 2017, from http://myfy.foundationyear.com/_upload/subjects/3/howtomotivate.pdf Islam, J. N., Mohajan, H. K., & Datta, R. (2012). A study on job satisfaction and morale of commercial banks in Bangladesh. International Journal of Economics and Research, 3(4), 152–172.
Karuoya, N. L., & Senaji, T.A. (2017). Knowledge conversion capability and organizationaleffectiveness among private universities in Kenya: A SECI model perspective. International Journal of Innovative Research & Development, 6(3), 162–167.
