Team Concept and<i>Kaizen:</i>Japanese Production Management in a Unionized Canadian Auto Plant

Robertson, David; Rinehart, James W.; Huxley, Christopher

doi:10.1080/19187033.1992.11675418

Cited by 28 publications

(37 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Another important aspect of management‐by‐stress theory is that any experience of stressful work among individuals may in turn undermine their psychological health and well‐being (Haber, ; Parker & Slaughter, ). As explained by Robertson et al (), work teams have the capacity to learn collectively and coordinate each other's work, but high performance expectations may put their well‐being at considerable risks (e.g., increased job‐related anxiety). In support, Godard's () study of Canadian workers found evidence that an organisation's desire to maximise workers' effort creates a dissatisfying, high‐stress environment that manifests when workers influence each other's work in team settings.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Exploring possible trade‐offs between organisational performance and employee well‐being: The role of teamwork practices

Ogbonnaya

2019

Human Res Mgmt Journal

View full text Add to dashboard Cite

There is growing evidence linking teamwork practices to performance outcomes. However, critics have raised concerns that such outcomes are achieved at the expense of increased job demands and stress among workers. Using large data from a representative sample of British workplaces (N = 4,311 workers in 664 workplaces), this study explores the pattern of relationships between teamwork practices, organisational performance, and employee well‐being. The study draws on a mutual gains model linking teamwork practices to organisational performance via affective commitment, and a conflicting outcomes model associated with high job demands and job‐related anxiety. The study also examines an interactive outcomes model that integrates the mutual gains and conflicting outcomes models. The study reports evidence that the performance gains of teamwork practices may actually come at the cost of increased job demands and job‐related anxiety. Nevertheless, these adverse outcomes tend to weaken at higher levels of affective commitment.

show abstract

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Exploring possible trade‐offs between organisational performance and employee well‐being: The role of teamwork practices

Ogbonnaya

2019

Human Res Mgmt Journal

View full text Add to dashboard Cite

show abstract

“…"Empowered" workers who challenged organizational policies were often quickly silenced (Howell, Preston, Schied, and Carter, 1996). Earlier work questioned whether workers gained more control over work alongside their increased responsibilities (Klein, 1989) and demonstrated that teamwork could lead to job intensification and speedups (Robertson, Rienhart, and Huxley, 1989).…”

Section: Workplace Learningmentioning

confidence: 99%

Changing questions of workplace learning researchers

Spencer¹

2001

New Dir Adult Contin Educ

View full text Add to dashboard Cite

show abstract

“…Obviously, teamwork did result initially in a positive change of attitude for workers. As studies on GM's Canadian CAMI-plant and others show, once management decided to introduce teamwork, workers' expectations are high, because of the promising nature of teamwork [32]. Often, as in the case of CAMI, workers' expectations are exhausted even after such a short period as two years as in the CAMI case [33].…”

Section: Teamwork In Practicementioning

confidence: 99%