The Moderating Impact of Team Tenure on Team Trust - Team Performance Relationship with Relevance to Executive Level Employees of Sri Lankan Tyre Manufacturing Industry

Abstract

Even though, many determinants of team performance are found in extended literature, team trust and the moderating effect of team tenure is little investigated in Sri Lankan context, and it has not been studied yet. Bridging the gap in this context, the current study assessed the moderating impact of team tenure on team trust and team performance relationship in Sri Lankan tyre manufacturing industry. The current study was conducted as a cross-sectional study among a sample of one hundred and ninety-two executive level employees selected from four major tyre manufacturing organizations following the stratified random sampling technique. Primary data were collected using a standard questionnaire distributed via Google form. The collected data were analysed with the support the SPSS employing correlation, regression, descriptive statistics and process matrix. It is found that team tenure does not moderate the relationship between team trust and team performance, and also founded that strong positive relationship between team trust and team performance. Moreover, team trust impact positively on team performance and team tenure does not impact team trust and team performance separately. It is recommended to tyre manufacturing organizations to facilitate more open communication and information sharing in order to improve executive level employees trust within teams, which in turn, will affect their team performance. Future researchers can use other variables like organizational support, team diversity, and personality as moderators of their study.