The Effects of Organizational Cohesiveness on Organizational Performance: A Study on the Egyptian Commercial Banks

  •  Wageeh Nafei    


Organizational Cohesiveness (OC), and Organizational Performance (OP) have become the organizational behavior and human resources management hot spots. OC refers to two main constructs, namely, task cohesion and social cohesion. The purpose of this study is to investigate the relationships between OC (IATG-T, IATG-S, GI-T and GI-S) and OP at the Egyptian commercial banks.

Using Carron, et al. (1985) of OC, the study develops a number of hypotheses and tests them. This research is an applied form in terms of its goals and is descriptive in terms of the method of data collection. Of the 382 questionnaires distributed, 315 usable questionnaires were returned, a response rate of 82%.

The results showed that OC significantly is related to the OP. In other words, both task cohesion and social cohesion significantly correlated with OP. The results also showed that the degree of OC among members determines the success of cooperative OP in moving toward its future direction.

The study suggests that the Egyptian commercial banks can improve OP by influencing its OC, specifically, by developing IATG-T, IATG-S, GI-T and GI-S. The study provided that it is necessity to pay more attention to the dimensions of OC as a key source for organizations to enhance the competitive advantage which is a prime significance for OP.

The study observes that there is a critical shortage of OC and that a greater understanding of the factors that influence the OP, including IATG-T, IATG-S, GI-T and GI-S, is of great importance. Therefore, this study is to examine the relationship between OC and OP among employees at the Egyptian commercial banks.

This work is licensed under a Creative Commons Attribution 4.0 License.