A RELATIONAL STUDY ON THE EFFECT OF EMPLOYEE SKILLS,

GOALS AND REWARDS ON TEAM EFFECTIVENESS IN THE CONTEXT

OF JAMUNA BANK LIMITED

By

Sayed Khaled Hossain

ID# 0810037

An Internship Report Presented in Partial Fulfillment

of the Requirements for the Degree
Bachelor of Business Administration

INDEPENDENT UNIVERSITY, BANGLADESH

August, 2013

A RELATIONAL STUDY ON THE EFFECT OF EMPLOYEE SKILLS,

GOALS AND REWARDS ON TEAM EFFECTIVENESS IN THE CONTEXT
OF JAMUNA BANK LIMITED

By

Sayed Khaled Hossain

ID# 0810037

has been approved

August 22, 2013

______________________________
Ms. Farzana Chowdhury
Lecturer
School of Business
Independent University, Bangladesh

PART - I:
WORKING REPORT

INTRODUCTION
Jamuna Bank Limited (JBL) is a Banking Company registered under the Companies Act,
1994 of Bangladesh with its Head Office currently at Chini Shilpa Bhaban, 3, Dilkusha C/A,
Dhaka-1000, Bangladesh. The Bank started its operation from 3rd June 2001. The Bank
provides all types of support to trade, commerce, industry and overall business of the country.
JBL's finances are also available for the entrepreneurs to set up promising new ventures and
BMRE of existing industrial units. Jamuna Bank Ltd., the only Bengali named 3rd generation
private commercial bank, was established by a group of local entrepreneurs who are well
reputed in the field of trade, commerce, industry and business of the country.
The Bank offers both conventional and Islamic banking through designated branches. The
Bank is being managed and operated by a group of highly educated and professional team
with diversified experience in finance and banking. The Management of the bank constantly
focuses on understanding and anticipating customers' needs. Since the need of customers is
changing day by day with the changes of time, the bank endeavors its best to device strategies
and introduce new products to cope with the change. Jamuna Bank Ltd. has already achieved
tremendous progress within its past 10 years of operation. The bank has already built up
reputation as one of quality service providers of the country.
At present the Bank has real-time Online banking branches (of both Urban and Rural areas)
network throughout the country having smart IT-backbone. Besides traditional delivery
points, the bank has ATMs of its own, sharing with other partner banks and consortium
throughout the country.
VISION
To become a leading banking institution and to play a significant role in the development of
the country.
MISSION
The Bank is committed for satisfying diverse needs of its customers through an array of
products at a competitive price by using appropriate technology and providing timely service
so that a sustainable growth, reasonable return and contribution to the development of the
country can be ensured with a motivated and professional work-force.

STRATEGIC PRIORITY
To manage and operate the Bank in the most efficient manner to enhance financial
performance and to control cost of fund.
To strive for customer satisfaction through quality control and delivery of timely services.
To identify customers' credit and other banking needs and monitor their perception
towards our performance in meeting those requirements.
To review and update policies, procedures and practices to enhance the ability to extend
better service to customers.
To train and develop all employees and provide them adequate resources so that
customers' needs can be reasonably addressed.
To promote organizational effectiveness by openly communicating company plans,
policies, practices and procedures to employees in a timely fashion.
To cultivate a working environment that fosters positive motivation for improved
performance
To diversify portfolio both in the retail and wholesale market
To increase direct contact with customers in order to cultivate a closer relationship
between the bank and its customers.
OBJECTIVES
To earn and maintain CAMEL Rating 'Strong'
To establish relationship banking and improve service quality through development of
Strategic Marketing Plans.
To remain one of the best banks in Bangladesh in terms of profitability and assets quality.
To introduce fully automated systems through integration of information technology.
To ensure an adequate rate of return on investment.
To keep risk position at an acceptable range (including any off balance sheet risk).
To maintain adequate liquidity to meet maturing obligations and commitments.
To maintain a healthy growth of business with desired image.
To maintain adequate control systems and transparency in procedures.
To develop and retain a quality work-force through an effective human Resources
Management System.
To ensure optimum utilization of all available resources.

 To pursue an effective system of management by ensuring compliance to ethical norms,

transparency and accountability at all levels.
VALUES
Customer Focus
Integrity
Quality
Teamwork
Respect for the individual
Harmony
Fairness
Courtesy
Commitment
Respectable Citizenship
Business Ethics
Unique Culture
PRODUCT AND SERVICES OFFERED BY JAMUNA BANK LIMITED
Deposit Scheme
Abashan Deposit Scheme

Car Deposit Scheme

Double Growth Deposit Scheme

Education Savings Scheme 1st Choice

Education Savings Scheme 2nd Choice

Household Durable Deposit Scheme

Kotipati Deposit Scheme

Lakhpati Deposit Scheme

Marriage Deposit Scheme

Millionaire Deposit Scheme

Monthly Benefit Scheme

Monthly Savings Scheme

Pension Deposit Scheme 1st Choice

Pension Deposit Scheme 2nd Choice

Travel Deposit Scheme

Triple Growth Deposit Scheme

Tuition Deposit Scheme
Wage Earners Deposit Scheme

Fixed Deposit

Double Growth Deposit Schemes (DGDS)

Triple Growth Deposit Schemes (TGDS)

Monthly Benefit Scheme (MBS)

Pension Deposit Scheme 2nd Choice

Education Savings Scheme 2nd Choice

Islamic Banking

Mudaraba Monthly Savings Deposit Scheme

Mudaraba Crorepoti Deposit Scheme

Mudaraba Lakhopoti Deposit Scheme

Mudaraba Double/Triple Growth Deposit Scheme

Mudaraba Education Deposit Scheme

Mudaraba Hajj Deposit Scheme

Mudaraba Marriage Deposit Scheme

Mudaraba MillionareDeposit Scheme

Mudaraba Monthly Benefit Deposit Scheme

Mudaraba Rural Deposit Scheme

Mudaraba Pension Deposit scheme

Mudaraba Car Deposit scheme

SME Banking

Jamuna Bonik

Jamuna Chalantika

Jamuna Green

Jamuna Jantrik

Jamuna Nari Uddogh

Jamuna NGO Shohojogi

Jamuna Shachchondo

Jamuna Sommriddhi

Jamuna Swabolombi

OVERVIEW OF GENERAL BANKING DEPARTMENT

General banking is one the main departments of any bank. To take any banking services,
Jamuna Bank has to fulfill all the requirements of this department. General Banking activities
include opening of accounts, remitting funds receiving, and paying cash, collecting different
instruments and payment against them, maintaining accounts, preparing vouchers etc. A
Branch of a commercial Bank performs these entire functions. Jamuna Bank functions
through the following departments:
1.
2.
3.
4.
5.

Account opening department

Remittance department
Cash department
Accounts department
Clearing

WORKING EXPERIENCE
Account Opening
Cheque Requisition
Cheque Received and Issue
Cheque Book Delivery
Pay Order Issue
Pay Order Cancellation
Clearing Cheque Received
5

 Cheque Clearing
Outward Clearing
Inward Clearing
Remittance
Day-to-day function of Accounting Department

Account Opening
Account Opening is the very first step towards any banking transaction. In Jamuna Bank Ltd.
there does have a specific department where all kind of Account Opening formalities are
fulfilled. So prior to everything we should clearly understand the formalities need to be
fulfilled by the applicant and the necessary documents/ papers are to be submitted before
opening an account.
Cheque Requisition
When cheque book page is finished or new account is opened client has submit a cheque
requisition form required to sign and provide some information which are account number,
account name, Cheque Books leaves, want to authorized somebody or not. The requisition
slip should be preserved as Vouchers. This cheque book is not print in every branch. Its only
printed in head office and then sent to every branch.
Cheque Received and Issue
After two working days from cheque book requisition, head office sent those cheque books
which we give requisition. When cheque books come to us we orderly organized those books
to security boxes and have to place computer entry of those cheque books. After that we take
cheque book charge from account holder account.
Cheque Book Delivery
When check book delivered from the head office to Nasirabad branch at first we orderly
organized the entire check book. After that, when account holder comes for a check book
firstly we check this person is authorized or client himself. If he is client then we dont see
anything. Just take a signature from him and delivered the cheque book to the client.
However, if he is authorized person then we check the cheque requisition form to verify this

person signature is same or not. If the signature is same to the requisition form then we give
him the cheque book otherwise we do not give him the cheque book.
Pay Order Issue
For issuing a pay order, the client is to submit an application to GB in the prescribed form.
This form should be properly filled up and signed.

Pay Order Cancellation

The following procedure should be followed for the cancellation of the pay order:
The client should submit a written request for canceling the pay order attaching therewith
the original pay order.
The signature of the purchaser will have to be verified from the original application form.
Managers prior permission is to be obtained before refunding the amount of the pay
order.
Cancellation charge is to be recovered from the applicant and only the amount of the pay
order less cancellation charge should be refunded. Commission recorded for issuing of
the original pay order should not be refunded.
Then the officer should write cancelled on the pay order
The original entries should be reversed with narration.
Cancellation of the pay order should also be recorded in the register.
Clearing Cheque Received
Cheque, dividend warrant, and other forms of financial instruments, which are easy for
encashment, are received to the front desk. Those cheques are checked by machine that the
cheques are original. And give the cheque a bank crossing, and endorsement seal.
Cheque Clearing
In clearing section, Cheque, dividend warrant and other forms of financial instruments, which
are easy for encashment, are received. The clearing departments send these instruments to the
clearing House of the Bangladesh Bank for collection. As soon as cash is received the amount
is deposited in the clients account. Collection of Cheque, drafts etc. on behalf of its customers
is one of the basic functions of commercial bank.

Outward Clearing
Outward clearing means when a particular branch receives instruments drawn on other bank
within the clearing zone and those instruments for collection through the clearing
arrangement is considered as outward clearing for that particular branch.

Inward Clearing
The bank provides the instruments to other bank through clearing house, which have been
collected different clients. It performs this kind of service for its clients without any charge or
the remittance.
.
Remittance
Jamuna Bank exposes this facility to its customers by means of receiving money from one
branch of any bank and making an easier arrangement for payment to another bank within the
World. Jamuna Bank sells and purchases PO, DD, and TT to its customers only. It does not
offer remittance service frequently to those other than its customer. With using western union
and money gram, client of Jamuna Bank get an early payment of their money from one
country to another. When I give a money gram payment, I have to check there national ID
card, verify the amount.
Day-to-day function of Accounts Department
Here day-to-day function refers to the everyday tasks. Accounting department of Jamuna
Bank performs the following day to day functions:
Preparing weekly position of the branch.
Preparing cost of fund calculation of the branch.
Making the payment of the expense of the branch.
Checking whether all the vouchers are correctly passed.
Packing and maintains the total debit and total credit vouchers.

PROBLEMS AND RECOMMENDATIONS

Problems
The office of Jamuna Bank limited Nasirabad Branch is not sufficient enough.
Customer service cannot reach up to the level.
Lack of promotional activities.
Tendency to work only assigned sections.
Numbers of employees are less than required.
Lack of experienced employee in junior level management
Recommendations
Should try to give better customer service.
Interior decoration should be introduced for clients comfort.
Modern courses of banking should be introduced in training.
Every employee should have basics knowledge every department of the bank to give
service to customer
Number of employee and officers should increase for operating activities of banks.
Employee of the bank should prepare themselves to face certain difficulties.

CONCLUSION
It was a great deal for me to do my practical orientation in a bank like Jamuna Bank Limited.
Nasirabad branch of JBL provides me a wide range of scope to observe and do different
functions of the Bank through the cordial assistances of its employees. The overall
environment of the Bank is quite suitable and good. I had the scope of General Banking
Division and Credit Division. They usually used to give the optimum services to their
customers though they have some limitations. If the management of the Branch can turn these
limitations positively may attain the ultimate goal. I am certain that my three months
experience of sharing works in the Jamuna Bank will help me a lot in my professional life as
a Banker.

PART - II:
RESEARCH REPORT

INTRODUCTION
In response to globalization, rapid changes in external environments, and a desire by
organizations to remain competitive, organizations have continued to flatten, decentralize, reengineer their business processes, downsize, and empower their employees. To facilitate
these changes and gain a competitive edge, managers are increasingly turning to team
structures. The actual team design used to support organizational goals may include such
structures as cross functional teams, functional work teams, project teams, self-managed
teams, intact work teams, employee participation teams, problem-solving teams, maintenance
or support teams, and management teams. Teamwork is prevalent at present, especially in the
work place. This shows that teamwork is very effective and beneficial for a business to grow.
Compared with the working style in the developed country today, work practice in
Bangladesh is more individual and teamwork is a relatively new area there. Furthermore,
teamwork and motivation is very important for the operation of successful organizations and
a greater understanding of management. The management and academic press increasingly
emphasizes the importance of teams for organizational success in the modern economy. The
use of teams has expanded dramatically in response to competitive challenges. For example,
82% of companies with 100 or more employees reported that they use teams (Gordon, 2012).
Academics have increasingly selected teams and team effectiveness as important areas for
research in response to increased use of teams in organizations. According to Broad (2007),
tangible incentives are effective in increasing performance for task not done before, to
encourage thinking smarter and to support both quality and quantity to achieve goals.
Incentives, rewards and recognitions are the prime factors that impact on team effectiveness.
Katzenbach and Smith (1993) stated that ... a team is a small number of people with
complementary skills who are committed to a common purpose, performance goals, and
approach for which they hold themselves mutually accountable. Teamwork is regarded as
the key to staff development (Beal, 2003) and businesses would benefit from successfully
motivating people working in teams. This paper focuses on benefits and approaches of
motivating people working in teams depending on different situations.

OBJECTIVES OF THE STUDY

10

The main objective of this study is to find out the relation between employee skills, goals,
and rewards over team effectiveness in the context of Jamuna Bank Limited. The specific
objectives are,
To know about the term employee skills, goals, rewards and team effectiveness
To identify the relationship of employee skills, goals, and rewards over team effectiveness
in the context of Jamuna Bank Limited
To propose some suggestions regarding the findings for Jamuna Bank Limited.
PURPOSE OF THE STUDY
Internship is an imperative part of BBA. It is considered as an interface between academic
knowledge and practical field. The primary goal of the internship curriculum is to provide an
on the job exposure to the student and an opportunity for translation of theoretical
conceptions in real life situation. Students are placed in enterprises, organizations, research
institutions, as well as development projects. The program covers an overall period of
approximate 12 weeks of organizational attachment, with report finalization work. Internship
experience gives professional experience and practical orientation to students in the
professional arena. In that regards, I, was placed at Jamuna Bank Limited for the internship
program under the guidance of my supervisor Ms. Farzana Chowdhury, Lecturer,
Management, School of Business, Independent University, Bangladesh. The duration of my
organizational attachment is, by policy 12 weeks. As a requirement for the completion of the
program I am required to submit this report, which would include an overview of the
organization and elaboration of the project I was supposed to conduct during the internship
period. The proposed topic of this internship report is A Relational Study on the Effect of
Employee Skills, Goals and Rewards on team effectiveness in the context of Jamuna Bank
Limited.

11

LITERATURE REVIEW
Dependent Variable
Team Effectiveness
Teamwork has a dramatic affect on organizational performance. An effective team can help
an organization achieve incredible results. A team that is not working can cause unnecessary
disruption, failed delivery and strategic failure. Teams are crucial to an organization
achieving its goals. More and more, teams are the way in which work is done. As companies
restructure, downsize, and reinvent themselves, the new roles being created tend to be teamoriented. Organizations are becoming flatter, leaner, and more agile.
Patrick Lencioni stated in his bestselling book, The Five Dysfunctions of a Team (2002),
Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate
competitive advantage, both because it is so powerful and so rare.
The concept of team effectiveness roles says that group effectiveness is dependent upon the
presence of and the balance among specific types of roles. Four of these roles are taskoriented with a focus on the teams purpose and work assignments. Another four roles are
process-oriented with a focus on group dynamics and on the manner of proceeding (Rocine,
2011).
Independent Variable
Employee Skills
Employers looking to hire new employees look for specific skills and qualities in new
workers in hopes of creating or maintaining an efficient, professional and productive
workplace. Some of the most important employee skills in the office or workplace are often
rooted in how people work and communicate with one another and how research and
planning is done in the workplace (Hoouston Chronicle, 2009).
Employee skills are various talents that people learn over time. These talents are usually
honed on the job through constant repetition of tasks and projects. Employee skills are often
contingent upon a person's job description or rank.
Goals
12

Teams have become an integral part of most organizations, to enhance co-ordination, cooperation, creativity and innovation, to empower individuals and to decrease overhead costs.
The aim is to increase individual productivity, accomplish organizational goals and to gain
and maintain a competitive position in terms of market share (Sewcharan & Parumasur,
2009). Goals are an important tool for a leader who is trying to influence the behavior of
employees. It can also motivate employees if the goals are desirable and achievable.
All businesses share a primary goal - success. Goal settings, aligning and tracking those goals
through actions and results are critical to greater business execution and, as a result, greater
success. Most organizations see a dramatic increase in employee and business performance
when they effectively set individual employee goals and closely tie them to the company's
overall strategy.
Rewards
It is increasingly apparent that the alignment of different organizational subsystems is
required for optimal performance; Cacioppe (1999), Davis and Coleman (1999), Hackman
(1997), Lawler (1977), Meyer (1980) and Shea and Guzzo (1987) have all emphasized the
importance of aligning rewards with the use of teams. Despite this emphasis, few companies
have changed their reward structures (Geber, 1995; LeBlanc, 1994). Failure to align reward
structures with team structures is also contrary to expert advice on aligning organizational
systems (Kaplan & Norton, 1992; Shaw & Schneier, 1996; Davis & Coleman, 1999), and
using team level feedback and rewards (Cummings, 1978; Gebber, 1995; Mower & Wilemon,
1987; Saunier 1994; Tjosvold, 1991).
Research Framework
Employee Skills

Goals

Team Effectiveness

Rewards
Research Questions
The following research questions can be addressed from the research problem-

13

1. Is there any relationship between employee skills and team effectiveness in JBL?
2. Is there any relationship between goals and team effectiveness in JBL?
3. Is there any relationship between rewards and team effectiveness in JBL?
Hypotheses
1. There is significant relationship between employee skills and team effectiveness in the
context of Jamuna bank Limited.
2. There is significant relationship between goals and team effectiveness in the context of
Jamuna bank Limited.
3. There is significant relationship between rewards and team effectiveness in the context of
Jamuna bank Limited.

14

METHODOLOGY
This study is investigated the relationship between the between employee skills, goals, and
rewards over team effectiveness in the context of Jamuna Bank Limited. According to this,
employee skills, goals, and reward are as independent variable and team effectiveness is
considered as dependent variable. Research used a correlation study to construct the existence
of the relationship between the measured variables. Research indicated that, the researcher
wants to identify whether any relationship exists between those variables or not.
Sampling Method
In this study the researcher gathering information from the employees of JBL. The samples of
this research are the employees at Nasirabad Branch. The researcher followed the purposive
sampling technique for this study.
Sampling Instrument
Researcher used questionnaires for gathering data. The questionnaires survey is the most
effective method for this study to collect data. In the questionnaire part researcher actually
focused on the relationship between the between employee skills, goals, and rewards over
team effectiveness towards bank and more specifically on JBL.
Sample Size
The researcher collected information from 30 respondents for this study. All the respondents
were the employees of Jamuna Bank Limited (Nasirabad Branch).
Data Collection
Researcher will use two types of data collection method. One is primary data collection
method and another one is secondary data collection method. In the primary data collection
method researcher gathered data from personal interview by using a structured questionnaire.
The customers will be selected according to gender, age, income, from JBL (Nasirabad
Branch). Researcher also used secondary data collection method to gather information for
literature review.

Data Analysis
15

The study is a correlation study. As a result, after collecting the data the researcher finds out
the correlation to identify whether there are relationships exist between the measured
variables or not. Microsoft Office Excel 2007 is used to analyze the collected data through
the questionnaire. Beside this, charts are used to graphical representation of the data.

16

FINDINGS & ANALYSIS

This main objective of this research is to find out the relationship between the between
employee skills, goals, and rewards over team effectiveness in the context of Jamuna Bank
Limited whereas employee skills, goals, and rewards are as independent variable and team
effectiveness is considered as dependent variable. Research indicated that, the researcher
wants to identify whether any relationship exists between those variables or not. For this
purpose I used a structured questionnaire. The questionnaire contains 15 questions whereas 5
questions are for demographic information and other 10 questions for the variables. The
findings from the questionnaires are following:
In the beginning of the questionnaire, I have collected some demographic information such as
age, sex etc. Those are following:
Age
To get the diversified data, I have collected data from different age group. There were 5 age
groups in the questionnaire. According to the collected data, I find that 2 respondents are
under 16-26 age group which is 6.67% of the total respondents, 16 respondents are under 2737 age group which is almost 53.33% of the total respondents, 11 respondents are under 3848 age group which is 36.67% of the total respondents, only 1 respondent is under 49-59 age
group which is 3.33% of the total respondents. There are no respondent under 59 or more age
group.

Age
16
16
14

11

12
10
8
6
4

2
0

16-26

27-37

38-48

49-59

0
59+

Figure 1: Age Group

17

Sex
To make my study more accurate and to avoid biasness, I have collected data from both male
and female. in this study, 20 respondents are male which is almost 66.67% of the total
respondents and 10 respondents are female which is 33.33% of the total respondents. The
reason behind collecting data more from male than female is there are less female employees
in the Nasirabad Branch of Jamuna Bank Limited.

Sex
20
20
15

10

10
5
0
Male

Female
Figure 2: Sex

To find out the relationship between Employee skills, Goals, Rewards over team
effectiveness I have asked 10 questions to the respondents. Those are described below:
Goals
To measure the relationship of company goals over team effectiveness I have asked 3
questions to each of the respondents. The findings from those 3 questions are:

18

Relationship between Company Goals

& Team Effectiveness
4.93

Mean

5.00
4.50
4.00
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.00

4.70
3.63

Q1

Q2

Q3

Questions

Figure 3: Relationship between Company Goals & Team Effectiveness

Q1: Company goals should be achievable to motivate employees

The mean of the response of this statement is 4.93 which is very high. Almost all the
respondents strongly agreed with the above mentioned statement that means employees
become motivated if company goals are achievable which also increase team effectiveness.
Q2: Employees will be motivated if company goals are common to other companies
The mean of this statement is 3.63 which is moderate. It means if the company goals are
common to the other companies employees become motivated but at a lower rate. Usually a
company should not set common goals like other companies for their employees. If it
happens, employees cannot feel themselves distinctive from the others which does not
motivate them, even sometimes de-motivate them. These can negatively effect on team
effectiveness.
Q3: Employee participation in goal setting helps to increase team effectiveness
The mean of the response to the above mentioned statement is 4.70 which is very high. It
means that if management or owners give the opportunity to their employees to participate in
goal setting then the employees feel them important and become motivated. It is a good and
popular way to motivate employees and increase team effectiveness.
Employee Skills
19

To measure the relationship of employee skills over team effectiveness I have asked 3
questions to each of the respondents. The findings from those 3 questions are:

Relationship between Employee Skills

& Team Effectiveness
4.50

Mean

4.50
4.00
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.00

2.80
2.30

Q1

Q2

Q3

Questions

Figure 4: Relationship between Employee Skills & Team Effectiveness

Q1: Employees skills developed more in a team rather than the individual work
The mean of the response of this statement is 4.50. That means team work is more effective
to increase employee skills rather than the individual work. It is always seen that team work
is more effective than individual work. New or unskilled employees can learn and make
themselves skilled from the skilled employees in a team, which is not possible if the
employee always work individually.
Q2: Individual skills cannot be recognized in teams
The mean of the response of this statement is 2.80. This mean supports the team work too.
Because the mean 2.80 refers that individual skills cannot be overlooked in a team work,
rather it will be easy to find out if an individual work in a team.
Q3: To increase the team effectiveness company always needs skilled employees
The mean of the response of this statement is 2.30. That means it is not necessary that
company always need skilled employees for an effective team. There must have one or few
skilled employees in a team, other can be unskilled or new to that team. Some respondents
said that it depends on the work for what the team is established. If it is sensitive job then,
20

then the team must contain skilled employees. But if it is not then company should involve
unskilled or new employees to make them skilled.
Rewards
To measure the relationship of rewards over team effectiveness I have asked 4 questions to
each of the respondents. The findings from those 4 questions are:

Relationship between Rewards

& Team Effectiveness
4.60

4.47

4.50

4.40

4.40
4.20
Mean

4.00

3.80

3.80
3.60
3.40

Q1

Q2

Q3

Q4

Questions

Figure 5: Relationship between Rewards & Team Effectiveness

Q1: Employees work more as a team in order to gain the rewards

The mean of the response of this statement is 4.47 which is very high. That means reward is a
good motivator for the employees. Employees work more effectively to gain rewards in a
team.
Q2: The rewards have a positive effect on the work atmosphere
The mean of the response of this statement is 4.50. From the collected data, it is seen that
most of the employees think that reward has a positive impact over their performance and
work atmosphere. It increases the effort of the employees which increases employees work
efficiency simultaneously.

Q3: The rewards motivate employees to perform well in the job

21

Reward is good motivator. It is proved again with the response to the above statement. The
mean of the response of the statement is 4.40.
Q4: Respondent is satisfied with the quality/quantity of the rewards
Though every respondent was saying that reward is a good motivator, but surprisingly the
respondents are not satisfied with reward that they are getting at Jamuna bank Limited. The
mean of the response in against of the above mentioned statement is only 3.80. The mean is
above average, but the score is very low in the sense of employee satisfaction. It means the
quantity or quality of reward is not satisfactory in JBL.

22

Relationship between Employee Skills and Team Effectiveness

Hypotheses 1
H0: There is no significant relationship between employee skills and team effectiveness in the
context of Jamuna bank Limited.
Ha: There is significant relationship between employee skills and team effectiveness in the
context of Jamuna bank Limited.
To find out the relationship between employee skills and team effectiveness I have asked
several questions to the respondents. According to their response of the respondents it is seen
that there is strong relationship between employee skills and team effectiveness in the context
of Jamuna Bank Limited. Though it is also found that not always skilled employees make a
team effective, most of the time new or unskilled employees make a more effective with their
effort and performance.
Relationship between Company Goals and Team Effectiveness
Hypotheses 2
H0: There is no significant relationship between goals and team effectiveness in the context of
Jamuna bank Limited.
Ha: There is significant relationship between goals and team effectiveness in the context of
Jamuna bank Limited.
To find out the relationship between company goals and team effectiveness I have asked
several questions to the selected respondents. According to the respondents it is found that
there is strong and significant relationship between company goals and team effectiveness in
the context of Jamuna Bank Limited.
Relationship between Rewards and Team Effectiveness
Hypotheses 3
H0: There is no significant relationship between rewards and team effectiveness in the context
of Jamuna bank Limited.
Ha: There is significant relationship between rewards and team effectiveness in the context of
Jamuna bank Limited.

23

To find out the relationship between rewards and team effectiveness I have asked several
questions to the respondents. According to their response of the respondents it is seen that
there is strong and significant relationship between rewards and team effectiveness in the
context of Jamuna Bank Limited. But it is also found that the employees of Jamuna Bank
Limited are not satisfied enough to their reward system or compensation policy.

24

RECOMMENDATIONS
Based on the results of the study the following recommendations are presented for each
determinant of team effectiveness in order of impact:

An atmosphere of friendliness/openness should be created and nurtured so that employees

feel free to discuss issues that are of concern to them.

Give employees an opportunity to suggest ways to improve current communication

within the organization.

Feedback on performance must be regular, timely, clear and objective.
Adopt an open door policy to encourage employees to speak to superiors/team leaders so

as to improve trust and reduce stress.

Encourage peer coaching, information sharing and developmental feedback in teams.
Goals and targets need to be set in consultation with employees.
Goals must be specific, measurable, attainable and relevant.
Goals/purpose need to be agreed upon and understood by each employee clear positive

communication ensures that team members fully understand team goals.

Employees need to be made aware of the purpose of the team.
Regular team meetings ensure regular feedback and identification of discrepancies

towards goal accomplishment.

Evaluation sessions ensure that all team members have the same understanding of team

goals/purpose.
Ensure equitable rewards that are consistent with performance as this result in high levels

of employee satisfaction.
Management should structure rewards such that an employees good performance is

recognized.
Employees should be given incentives and rewards to good effort as this improves

individual and group performance.

Rewards, such as, pay and promotion can reinforce employee involvement when they are
linked directly to performance outcomes.

The aforementioned recommendations are aimed at enhancing each of the sub-dimensions

determining team effectiveness so that each could have a positive and rippling effect on the
other thereby, ultimately enhancing team effectiveness.

25

CONCLUSION
Teams have become a cornerstone of modern organizations, and knowledge pertaining to the
factors that contribute to team performance has widespread implications for organizations
aiming to improve team effectiveness (De Dreu, 2002). The question of how to work and
sustain individual and team effectiveness is a core challenge for organizations. Thus, the
result we got in this study can contribute to, and serve as, reparation for this contemporary
challenge.

26

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29

APPENDIX
QUESTIONNAIRE
This is a formal questionnaire and will be used for academic purpose only. The topic of the
research is A Relational Study on the Effect of Employee Skills, Goals and Rewards on team
effectiveness in the context of Jamuna Bank Limited. So please do not hesitate to answer.
Your information will be kept confidential.
1. Age
16-26
27-37
38-48
49-59
Over 59
2. Sex
Female
Male
3. How many years have you been working in your current work tasks/designation?
Less than 1 year
1-2 years
2-5 years
5-10 years
Over 10 years
4. How many years have you been working in Jamuna Bank Limited?
Less than 1 year
1-2 years
2-5 years
5-10 years

30

Over 10 years
5. Do you believe that employee skills or goals or rewards have impact over team
effectiveness?
Yes
No

31

Please put tick mark () on which most closely responds to your thinking.
6. Company goals should be achievable to motivate employees
Strongly
Disagree

Disagree

Neutral

Agree

Strongly
Agree

7. Employees will be motivated if company goals are common to other companies

Strongly
Disagree

Disagree

Neutral

Agree

Strongly
Agree

8. Employee participation in goal setting helps to increase team effectiveness

Strongly
Disagree

Disagree

Neutral

Agree

Strongly
Agree

9. Employees skills developed more in a team rather than the individual work
Strongly
Disagree

Disagree

Neutral

Agree

Strongly
Agree

10. Individual skills cannot be recognized in teams

Strongly
Disagree

Disagree

Neutral

Agree

Strongly
Agree

11. To increase the team effectiveness company always needs skilled employees
Strongly
Disagree

Disagree

Neutral

Agree

Strongly
Agree

12. Employees work more as a team in order to gain the rewards

Strongly
Disagree

Disagree

Neutral

Agree

Strongly
Agree

13. The rewards have a positive effect on the work atmosphere

Strongly

Disagree

Neutral

Disagree
14. The rewards motivate employees to perform well in the job

Agree

Strongly
Agree

32

Strongly
Disagree

Disagree

Neutral

Agree

Strongly
Agree

15. I am satisfied with the quality/quantity of the rewards

Strongly
Disagree

Disagree

Neutral

Agree

Strongly
Agree

THANK YOU

33