Identify two or three journal articles that address research problems similar to the problem you have chosen

The impact of motivation elements in building teamwork has been has been related to the various aspects of team leadership and the various skills of team members. Research has also been carried out on how the pressure to perform relates to team motivation and its impact on application of team knowledge.  Focus has been on how influence and credibility are developed among the members, and the establishment of motivating goals and vision, aspects that must be understood by the leader before mastering them. The first article on building successful teams and teamwork relate the motivation elements to the project leadership and teamwork performance. In the second article on performance pressure as a team motivation element, team effectiveness has been related to knowledge use and employee motivation.

The first journal bases its research methodology on literature review which is also used in the empirical research process. This focused on the previous studies done on project management, leadership and their roles in promoting motivation in teamwork in order to achieve high performance. The studies concerned classification of various leadership styles, and how they can be utilized by the right person to bring about teamwork effectiveness (Matthews & McLees, 2015).  The articles where information was obtained were used to come up with specific themes). The researchers reviewed various articles that they deemed relevant to the topic understand and developed key success factors for team performance. The proper keys for success became an integral part of their study on organizational strategies towards which teamwork efforts are directed.  The studies then came up with various lessons learnt about the relationship between team motivation and performance in project management. A conclusion is thus drawn from these lessons, which touches on team performance dependence on success factors such as motivation elements.

The second article used the qualitative and quantitative research approaches where two studies were done through field investigation. In this method, project teams in two organizations that are knowledge were investigated more so the project teams. In the first study, multi-source surveys were combined with data from archives to test the specified hypothesis. In the second study, the researcher relied on cases of longitudinal observation so that as to comprehend the impact of knowledge based process on teams over a given period of time. The combination of quantitative and qualitative methods also allowed the documentation of the degree to which pressure on performance affect team motivation and expertise utilization and to assess the behavioral mechanisms that underlie the effects (Gardner, 2012). In addition, a cycle of preliminary interviews were conducted across the participating organizations. The goal was to determine the extent to which theoretical constructs of pressure for performance and expertise recognition relate to the motivation factors in the project teamwork. The method also involved the identification of the various parameters to be used in the sampling of teams that took place in both studies. These included division heads, key-account groups, functions of human resource and the project team leaders. In sampling and data collection, the hypotheses were empirically tested so as to examine a range of both the consulting project and audit teams and at the same time controlling the success factors at the organization-level. The results of research in these journal articles were analyzed through descriptive statistics and the correlation of the variables in pairs. This allowed for the prediction of various variables and the determination their significance. This data analysis followed coding of the results collected. This research set out to relate performance measures, team motivation, processes and performance (Gardner, 2012).

The research on motivation elements and their impacts in project team performance can use both the qualitative and quantities research methods to ensure that there is an improvement of the evaluation process. In the data collection procedures, mixed strategies for data collection can used in the examining how effort intensity, persistence and direction relate in teamwork environment. The aim is to understand how these motivation elements lead to an enhanced teamwork performance in a project. The use of a concurrent design can be used to validate one set of data collected with others of different forms and thus enable addressing of different kinds of questions. A sequential design can also be used so that data collected in particular phases contribute to the collection of data in the following phases (Easterby-Smith, Thorpe & Jackson, 2012). This is true where the research is intended to study the effect of individual motivation elements on teamwork efficiency. The study would also include surveys questions which are close-ended, with development of response categories in consultation with senior management who oversee the progress of the teamwork. The interview instrument would include individualized questions. This would allow the exploration of ambiguous or interesting survey responses on the perspective of impact of motivation elements on teamwork performance. The data analysis would involve statistically comparing quantitative data collected separately. Similarly to the second journal article discussed above, this research would involve the coding of information an approach that ensures differentiation of various data sets. Combining both the quantitative and qualitative approaches improve the understanding through integration of various ways of knowing (Easterby-Smith et al. 2012)

References

Easterby-Smith, M., Thorpe, R., & Jackson, P. (2012). Management research. SAGE. 318, 322 

 Matthews, R., & McLees, J. (2015). Building Effective Projects Teams and Teamwork. Journal Of Information Technology & Economic Development, 6(2), 20.

Gardner, H. K. (2012). Performance Pressure as a Double-edged Sword: Enhancing Team Motivation but Undermining the Use of Team Knowledge. Administrative Science Quarterly, 57(1), 1-46. doi:10.1177/0001839212446454