Abstract
It was proved by research that teamwork in manufacturing organizations increases productivity, enhances organizations efficiency and guarantees quality of outputs. In this context, synergy, cooperation, strong relationships and coordination are essential to achieve the expected yield of teamwork. It is difficult to attain the required level of cohesiveness in the short run and among new employees. So that this study aims to find out the impact that internal recruitment has on both teams effectiveness in terms of (team productivity and quality of performance) and also on teams cohesion as a mediator between internal recruitment and teams effectiveness. 
 
 The “Jordanian industrial shareholding companies” formed the population of the study, (43) Companies of these agreed to be part of the study, 260 questionnaires were distributed targeted production managers and supervisors.
 
 The results confirmed the cause and effect relationships between the three variables with the implication that internal recruitment has several benefits not only on teams’ effectiveness and teams’ cohesion, but also on job satisfaction and job commitment. 
 
 Based on the results it is recommended to instill the teamwork spirit and cooperation culture within organizations. Lately this organizational unity became crucial for reducing the negative consequences of the COVID-19 pandemic.
Highlights
Organizations are defined as “social entities” formed by group of individuals who gathered to achieve collective objectives, according to Daft (2013) organizations essentially are based on people who are working together in close cooperation and coordination for the organizations benefit.Bateman, Colin & Bingham, (2002); Delgado, María & Gómez (2008); Bucic, Robinson, & Ramburuth, (2010) illustrated that after the seventieth of the last century organizations became teams oriented, synergy and collective goals dominated the relationships among groups and teams
Colin & Bingham, (2002); Delgado, María & Gómez (2008); Bucic, Robinson, & Ramburuth, (2010) illustrated that after the seventieth of the last century organizations became teams oriented, synergy and collective goals dominated the relationships among groups and teams
In the same context Buchanan, & Huczynski, (2010) mentioned that organizations accomplishment is a function of teams effectiveness, it was confirmed that only effective teamwork enabled organizations to reduce production cost, increase productivity, enhance quality, and create better solutions and innovativeness
Summary
Organizations are defined as “social entities” formed by group of individuals who gathered to achieve collective objectives, according to Daft (2013) organizations essentially are based on people who are working together in close cooperation and coordination for the organizations benefit.Bateman, Colin & Bingham, (2002); Delgado, María & Gómez (2008); Bucic, Robinson, & Ramburuth, (2010) illustrated that after the seventieth of the last century organizations became teams oriented, synergy and collective goals dominated the relationships among groups and teams. Organizations are defined as “social entities” formed by group of individuals who gathered to achieve collective objectives, according to Daft (2013) organizations essentially are based on people who are working together in close cooperation and coordination for the organizations benefit. In accordance to Luthans (2011); Tohidi, (2011) this transfer was attributed to the proposition that if individuals are working together in a collective and interdependency system of work, they will be capable to perform better than if they performed independently. Teams effectiveness antecedents received the attention of many researchers; Delgado Piña et al, (2008); Markova & Perry, (2014) argued that teams effectiveness counted on selecting people who own team spirit, who prefer to share duties and responsibilities with others. While HM Tse, (2014) stated that shared experience, trust and mutual respect are likely to attain high levels of teams performance
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