Does Teamworking Work, and if so, Why? A Case Study in the Aluminium Industry
Does Teamworking Work, and if so, Why? A Case Study in the Aluminium Industry
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团队合作有效吗？如果有效，为什么？
DOI：
10.1177/0143831x98191004
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发表时间：
1998
期刊：
影响因子：
--
通讯作者：
P. Edwards
中科院分区：
文献类型：
--
作者：
Martyn Wright;P. Edwards
虽然团队合作是工作组织中的一项主要创新，但对员工反应以及接受或拒绝的原因的详细研究却很少。在这里，一个先进的团队合作形式在英国铝冶炼厂，加拿大一家大型跨国公司的一部分，是检查。直接监督被废除，采用半自治小组的团队合作，包括工作轮换、多技能和团队简报。员工们对这项倡议反应积极。工作满意度和劳动生产率提高。劳工行动、加班和事故率下降。这一结果的条件包括先前的裁员经验，资本密集型连续工艺技术，在引入团队方面的工会管理合作，以及强大的工作团队团结的预先存在的文化。然而，一些紧张关系仍然存在，特别是在薪酬制度和工作业绩的某些方面，没有迹象表明有向高度承诺迈进的趋势。
Although teamwork is a leading innovation in work organization, detailed studies of employee responses, and the reasons for acceptance or rejection, are rare. Here, an advanced form of teamworking at a British aluminium smelter, part of a large Canadian multinational company, is examined. Direct supervision was abolished, and teamworking using semi-autonomous groups with job rotation, multiskilling and team briefing was introduced. Employees responded favourably to the initiative. Job satisfaction and labour productivity increased. Industrial action, overtime and accident rates fell. The conditions for this outcome included prior experience of job shedding, capital-intensive continuous process technology, union-management cooperation in the introduction of teams, and a pre-existing culture of strong work group solidarity. Some tensions remained, however, notably over the pay system and some aspects of work performance, and there was no evidence of a move towards high commitment.