Team cohesion for operational performance of co-operative enterprise members in South Africa

Abstract

Co-operative enterprises have been able to create employment potential, thus improving the economic lives of many people. Despite South African government support, many cooperatives have closed down. However, the government continues to seek ways to improve their performance. It has thus been established that co-operative members lack interpersonal connections and teamwork when engaged on their operational processes. The lack of such a bond affects effective participation in their businesses aimed at accomplishing their set goals. Hence, this study examines the influence of team cohesion on the operational performance of co-operative members in South Africa. Study objectives were achieved by examining production and related experiences of co-operative members. It assessed if team cohesion among team members is responsible for their company’s operational performance. The study was quantitative in design. The primary data was collected from 136 co-operative members whose businesses operate within uThukela Municipality, KwaZulu-Natal (in South Africa), using a structured questionnaire. Data was analysed using descriptive and one-sample statistics. The results indicates that team cohesion influences the operational performance of co-operative members in South Africa. Co-operative performance is thus enhanced by team cohesiveness. The original contribution of this study is its value in uncovering the strengths and weaknesses of team cohesion on co-operatives in South Africa.