What Makes Teams Take? Employee Reactions to Work Reforms
Bibliographic Data
| ID | 3603402 |
|---|---|
| Authors | Larry W Hunter (0000-0002-4201-8861, College of Business Administration), John Paul Macduffie (0000-0001-7934-7178), Lorna Doucet |
| Year | 2002 |
| Volume | 55 |
| Issue | 3 |
| Pages | 448 |
| Publication date | 2002-04-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Industrial and Labor Relations Review (JOURNAL) |
| Journal identifiers | ISSN: 0019-7939 • E-ISSN: 2162-271X |
| Publisher | JSTOR (PUBLISHER) |
| DOI | 10.2307/2696051 |
| OpenAlex | W3125371072 |
| Language | EN |
| Citations received | 14 |
| References cited | 33 |
This paper examines employee reactions to the introduction of work teams, reduced job classifications, and skill-based pay as established through the Modern Operating Agreement (MOA) between Chrysler Corporation and the United Auto Workers. Survey data suggest that workers responded favorably to the MOA across six diverse manufacturing plants, despite variation in founding conditions. The authors draw on field research to assess differences in effects across individual plants. Individual attitudes were more negative in plants facing the threat of sell-off, although individuals in those plants also reported engaging in more of the team-based behaviors required by the MOA. Individual responses to the MOA also varied by demographic characteristics, and by perceptions of the MOA's impact on various individual, group, and organization-level outcomes
Business · Corporation · Demographic economics · Economics · Perception · Political science · Public relations · Work (physics) · Engineering · Finance · Job Satisfaction and Organizational Behavior · Labor Movements and Unions · Management Theory and Practice · Marketing · Psychology
Job design in the context of the job market
Diversity and organizational innovation
The Oxford Handbook of Human Resource Management
Why Teamwork Fails
Employee voice and organizational performance
The impact of organizational change on steelworkers in craft and production occupational groups
The Hidden Costs of High-Performance Work Practices
Introduction to the Special Issue on Job Quality
The Wage Effects of High Performance Work Organization in Manufacturing
Taking Stock
Lean Production, Worker Empowerment, and Job Satisfaction
Empowerment Redux
Regression with Dummy Variables
What Works at Work
The Impact of Human Resource Management on Organizational Performance
The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance.
What Workers Want
Employee Representation
The Transformation of American Industrial Relations
Manufacturing Advantage
The Design and Activation of Self-Regulating Work Groups
The moderator–mediator variable distinction in social psychological research
The moderator-mediator variable distinction in social psychological research
Strategic Negotiations
Manufacturing Advantage
Work Reorganization in an Era of Restructuring
Choosing Sides
Worker Characteristics, Job Characteristics, and the Receipt of On-the-Job Training
Human Resource Bundles and Manufacturing Performance
The Survival of Employee Participation Programs in Unionized Settings
Union Bargaining Decisions and Contract Ratifications
Union-Management Cooperation in the United States
Reflections on the "High Performance" Paradigm's Implications for Industrial Relations as a Field
All Teams Are not Created Equal
The Link between Business Strategy and Industrial Relations Systems in American Steel Minimills
Determinants of the Survival of Gainsharing Programs
Product Quality Improvement through Employee Participation
| Unique citing works | 12 |
|---|---|
| Citations per year | 0,61 |
| Citation span | 2003 - 2013 (11) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 12 |