The impact of autonomous teams on organisational commitment of employees

Abstract

The aim of this research was to explore how autonomous teams impact organisational commitment of employees, as this is becoming more vital for organisations to be competitive in this challenging business environment. Creativity, employee engagement and adaptability are the cornerstone of employee behaviour, and this study aimed to close a gap where most related research is predominantly focused on Western and Asian organisations. A quantitative study approach was utilized, and data was gathered through questionnaires and a descriptive- explanatory study approach. The sample size achieved of 165 respondents, is of individuals who work for South African organisations across multiple industries. The Self Determination Theory (SDT) was key in linking autonomy, competence and relatedness to the six variables which are defined as organizational commitment, autonomous teams, team perceived output, team experience, individual influence, and supervisor support. The SDT framework was essential for this study as It explored the psychological demands that motivates employees to be more commitment to their organisation and performance. Regression analysis was utilized to associate the six variables to organisation commitment. The key results highlight the value of autonomy in organisations, by showing that autonomous teams greatly increase organisational commitment through improved motivation and empowering leadership techniques.