The Effect of Team Interdependence on the Relationship Between Locus of Control and Work Performance in the Manufacturing Industry Around Pune

Abstract

The research paper aims at exploring how an individual’s perceptions of team interdependence influence the relationship between employee’s locus of control (LOC) and their job performance in manufacturing firms. Team interdependence signifies the intensity to which an individual member of the team depends on others in the team to achieve objectives and perform deliverables. It’s a reflection of the interconnectedness in roles, responsibilities, and workflows within a team, signifying the impact of individual team members contributions on overall team performance. Locus of control indicates the strength to which individuals believe having control over events in their lives, and their outcomes and achievements. It plays a significant role in building individual work performance. The findings of this study reveal that the individual’s perceptions of team interdependence play a moderating the role between an employee's locus of control and their performance. Employees who perceive high levels of team interdependence shows a weaker positive correlation whilst, employees who perceive lower team interdependence demonstrate a stronger positive correlation between the employee locus of control and their performance, indicating when employee perform better when have an internal locus of control as compared to those with an external locus of control in a lower team interdependence scenario. This variation may be justified by perceived helplessness and effort expectancy. Employees with lower belief of team interdependence are more likely to believe having greater individual influence over results enhancing their effort and thus performance. On the contrary, employees with greater perceived team interdependence feel reduced individual influence or control over outcomes, thus resulting in lowering of their performance. This study emphasizes the role of perception of team interdependence in shaping the relationship between locus of control and job performance. It emphasizes the need for further research into factors such as collective locus of control, to identify strategies for improving individual and organizational performance.