Self-Managing Teamwork and Psychological Well-Being

Mierlo, van H Heleen; Rutte, CG Christel; Kompier, Michiel A. J.; Doorewaard, J.A.C.M.

doi:10.1177/1059601103257989

Cited by 58 publications

(47 citation statements)

References 41 publications

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“…It is a core element in lean and it is considered a tool for the improvement of the working environment. A team is not just a team, however, and the effect of teamwork depends on the actual organization (Rasmussen & Jeppesen, 2006; van Mierlo, Rutte, Kompier, & Doorewaard, 2005). The effect will depend on the answers to a number of questions, such as what level of discretion is left to the team, how is the team managed, what are the performance requirements, and how have the employees been trained for participation in teamwork?…”

Section: Possibilities For the Development Of An Employee‐supportive mentioning

confidence: 99%

Lean Production—An Evaluation of the Possibilities for an Employee Supportive Lean Practice

Hasle¹

2012

Hum Ftrs & Erg Mfg Svc

101

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Lean is a contested concept. It has been praised for empowering employees, and it has been criticized for intensifying work and impairing the health and well‐being of employees. This article is reviewing the literature on the relations between lean and employees, and suggests ways for the development of an employee‐supportive lean practice. There is good evidence of lean's adverse consequences for low‐skilled employees in the auto industry and other assembly type manufacturing work, but there are also examples of more positive outcomes. It is important to emphasize that, not only lean thinking, but also the context and implementation of lean have consequences for employee outcomes. Research is still needed to demonstrate it in real life, but this analysis of lean thinking, context, and implementation suggests possibilities for developing a lean practice that is genuinely employee‐supportive. © 2011 Wiley Periodicals, Inc.

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Section: Possibilities For the Development Of An Employee‐supportive mentioning

confidence: 99%

Lean Production—An Evaluation of the Possibilities for an Employee Supportive Lean Practice

Hasle¹

2012

Hum Ftrs & Erg Mfg Svc

101

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“…Team member autonomy may also increase as the team manager's role becomes that of a coach and a facilitator (Day, Gronn, & Salas, 2006) where team members take over managerial tasks (Rasmussen & Jeppesen, 2006; van Mierlo, Rutte, Kompier, & Dooreward, 2005). There is some evidence that the significant changes in existing procedures (e.g.…”

Section: Introductionmentioning

confidence: 99%

The importance of employee participation and perceptions of changes in procedures in a teamworking intervention

2012

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The powerful positive results of implementing teamwork are not always achieved. It has been suggested that attempts to implement theories regarding teamwork do not always lead to those theories being put into practice, and as a result positive outcomes are not always found. The participation of employees in the development and implementation of an intervention may help to ensure that changes take place. In this longitudinal study (N = 583) of teamwork implementation in Denmark we examined the links between pre-intervention working conditions and well-being, levels of participation in planning and implementation, employees’ reports of changes in procedures, and intervention outcomes. Pre-intervention levels of autonomy and job satisfaction predicted the degree of employee participation in the planning and implementation of the intervention. Pre-intervention well-being and social support were linked directly to the degree to which employees reported changes in existing work practices concerning teamwork. In addition, participation and changes in work procedures were significantly associated with post-intervention autonomy, social support and well-being. The results indicate that employee participation in intervention processes is crucial in what appears to be an important association with perceived changes in procedures and, therefore, in intervention outcomes.

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“…Kompier & Doorewaard, 2005). This study provides fresh knowledge to explain how work units develop their performance outcomes in the specific context of service encounters in touristrelated workplaces.…”

Section: Discussionmentioning

confidence: 99%

“…Future steps will introduce other variables into the study to help clarify the antecedents of service behaviour. One possibility would be to extend the model with psychosocial health variables, such as collective engagement or job satisfaction, and to study the consequences of boundary employee units' wellbeing on service quality, as others have claimed (Spreitzer, Cohen & Ledford, 1999;Van Mierlo et al, 2005). Other possibility would be to extend the model with the study of different Service behaviour, Service climate and Customer service quality 22 customers' responses (cognitive, affective and conative) as consequence of the service provided (Gracia, Bakker & Grau, in press).…”

Section: Limitations and Future Recommendationsmentioning

confidence: 99%

Service Quality: The Key Role of Service Climate and Service Behavior of Boundary Employee Units

Gracia

Cifré

Grau

2010

Group & Organization Management

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This study simultaneously tests the influence of two resources that boundary employee units can use to improve service quality. The first is the boundary employee units’ perceptions of organizational values oriented toward creating a good service climate. The second is the boundary employees’ competences oriented to providing the service, that is, their own service behavior during service transactions. Moreover, organizational climate and organizational facilitators are also analyzed as antecedents of the two resources. The sample consisted of 117 boundary employee units aggregated from 349 boundary employees and 1,157 customers. Structural Equation Modeling analysis confirmed that service quality perceived by customers can be predicted by both service climate and service behavior perceived by boundary employee units. Moreover, organizational facilitators and organizational climate are significant antecedents for higher levels of service climate. Therefore, results confirm the importance of both roles in improving customer perceptions of service quality.

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Self-Managing Teamwork and Psychological Well-Being

Cited by 58 publications

References 41 publications

Lean Production—An Evaluation of the Possibilities for an Employee Supportive Lean Practice

Lean Production—An Evaluation of the Possibilities for an Employee Supportive Lean Practice

The importance of employee participation and perceptions of changes in procedures in a teamworking intervention

Service Quality: The Key Role of Service Climate and Service Behavior of Boundary Employee Units

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