Group cohesiveness level and leader-member exchange quality as predictors of motivation type in a virtual team of an offshore company in the Philippines

• Main Author: Flaviano, Maria Reina T.
• Format: text
• Language: English
• Published: Animo Repository 2019
• Subjects: Social groups; Virtual work teams > Philippines; Industrial and Organizational Psychology
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/7065
• Institution: De La Salle University

This study focused on the influence of Group Cohesiveness Level and Leader-Member Exchange Quality on the type of Motivation in a Virtual Team of an offshore company in the Philippines. Particularly, the Self-Determination theory of Motivation by Ryan and Deci (2002) was the basis for motivation in order to see what drives people to work. Previous literature showed extensive study on traditional face-to-face teams but the researcher found a gap in its application on teams were members are geographically dispersed. This set up has been increasing in the Philippines as a result of the outsourcing and offshoring phenomenon (Contractor, Kumar, Kundu & Pederson, 2012). Using a descriptive and quantitative research design, three standardized questionnaires on these variables were sent out to one hundred and twenty-seven respondents of Company X, an offshore company in Manila. Not everyone in Company X was part of a virtual team and as such purposive random sampling was utilized. Filipino employees who were part of a virtual team were identified and they were sent the online survey through e-mail. Ninety-five respondents provided insights on their current level of Group Cohesiveness, Leader-Member Exchange Quality and the dominant type of Motivation. Results of the study showed that Group Cohesiveness positively influences Intrinsic Motivation which is one of the six hypotheses of the study. Another important finding was that Group Cohesiveness Level negatively influences Amotivation. Lastly, there was no statistical significance found between Group Cohesiveness Level and Extrinsic External Motivation, and between Leader-Member Exchange Quality and all Motivation types.