SPSS descriptive table analysis

  • Category:
    Management
  • Document type:
    Assignment
  • Level:
    Masters
  • Page:
    1
  • Words:
    525

Descriptive analysis

he means, standard deviations, and the correlations between all the variables in this study are presented in table I below. SPSS descriptive table analysisT

Team engagement and team performance

First, table 1 indicates that job crafting and engagement are positively correlated (r=0.213, p>0.05). The relationshipn is not significant at 0.05 level of significance. However, bringing into the picture the impact job crafting on team perfomance table 1 shows that at 0.01 level of significance, job crafting has significant positive correlation of 0.341 with team perfomance (r=0.341, p<0.01). This is a confirmation of the prestated hypothesis that there exists a positive effect of team job crafting on team performance when team engagement is in place.

Secondly, task interdependence is positively correlated with team performance (r=0.146, p>0.05). This relationship however is not significant. However, by looking at the relationship between team engagement and team performance, table 1 revels a significant positive impact of team engagement on team perfornace at 0.01 level of significanece (r=0.345, p<0.01). An accurate conclution therefore is that task interdependece has a significant effect ib team perfomacne when mediated by team engagement. This is in agreement with findings made by Steward and Murray (2000) who realised that team engagement is essential to have a good team structure and will have a positive effect on the team performance. The impact of gender on the relationship between team engagement and team performance is positive. On the contrary, years of supervising negatively affects team engagement and team performance given negative correlation coefficients.

Task interdependence and job engagement

Contrary to the expectation, the descriptive statistics tabulated below shows a negative correlation between task interdependence and team engagement (r=-0.150, p>0.05). This calls for further research to confirm whether indeed teams whose members are interdependent when completing tasks engage in a greater amount of teamwork activities. The impact of gender on the relationship between task interdependence and job engagement performance is positive. On the contrary, years of supervising negatively affects task interdependence and job engagement given negative correlation coefficients.

Job crafting and team engagement

On the question of the relationship between job crafting and team engagement, the descriptive statistics in table 1 agrees with assertion made by Demerouti and Cropanzano (2010) that engaged employees are likely to experience positive emotions, such as happiness and enthusiasm effectively improving job crafting. The table indicates that job crafting and team engagement are positively related with a correlation (r=0.213, p>0.05). The impact of control variable gender on the relationship between job crafting and team engagement is positive. On the contrary, years of supervising negatively affects job crafting and team engagement given the negative correlation coefficients.

Task interdependence and job crafting

Based on the table, team job crafting has a significant correlation with task interdependence at 0.05 level of significance (r=0.033, p<0.05). This finding is in line with research conducted by Ghitulescu (2007) who found that task interdependence had a positive and enabling effect on job crafting. The impact of gender on the relationship between task interdependence and job crafting is positive. On the contrary, years of supervising negatively affects team engagement and team performance given negative correlation coefficients.

Table 1: Means, standard deviations and correlationsSPSS descriptive table analysis 1