Impact of teamwork on performance in the energy sector: a case study of Kenya Power and Lighting Company

Abstract

In many companies teamwork and interdependence are now integral elements of management innovations designed to increase worker productivity. The positive cross functional relationships in an organization result in the increase of quality of service, conservation of resources and quick response time. The failure by Kenya Power and Lighting Company (KPLC) to offer expected, efficient services and hence meet its targets is as a result of the current uncoordinated departmental activities brought about by lack of teamwork. The purpose of this study was to determine the impact of teamwork on performance in the energy sector. The study was guided by the following objectives: To identify factors considered in the creation of teams, to determine factors that affect team building and performance, to establish top management's support of teamwork at KPLC and to find out the effects of group dynamics on team performance.

The study population comprised 6676 staff Nairobi region and central office was selected purposively because this region serves 50% of a total number of customers (405,932/802,000) and, has the highest number of employees and hosts the headquarters. Simple random sampling was used to select 10% of the target population (350 respondents). Descriptive survey methodology was used as the study design. The study was important because of the role KPLC plays in the economy of Kenya, being the sole distributor of electrical energy. The study used Questionnaires to collect both qualitative and quantitative data. The researcher engaged the assistance of 2 research assistants who were previously trained and piloted for reliability. They dropped the questionnaires, and picked them later as agreed between them and the respondents within 5 days. At the time of picking they explained and addressed the questions that the respondents did not understand clearly.

During the period of data collection which covered 4 weeks, the researcher met with the research assistants every once a week for updates. The raw data was continuously cleaned as questionnaires were returned, and then coded using MS - Excel software ready for analysis. The coded data was then analysed using descriptive statistics (frequency distribution, measures of central tendency). Findings were interpreted and inferences made and presented using charts, tables and percentages. The study has shown that for firms to realize their strategic objectives they should address both the internal and external factors that influence teambuilding. The internal factors that need to be addressed include organizational culture, employees, top management perception, the resources available and the organizational policy. The external factors that need attention include political influence, economic factors, social factors and changes in technology. The study recommends that top managers in organizations should be encouraged to always hold this view as disregard of teams hinders a company's attainment of its strategic goals.