Who Benefits from Teams? Comparing Workers, Supervisors, and Managers

Rosemary Batt

175 citations0/0 files storedIndustrial Relations A Journal of Economy and Society

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Labor Movements and Unions Employment, Labor, and Gender Studies Management Theory and Practice

Abstract

This article offers a political explanation for the diffusion and sustainability of team‐based work systems by examining the differential outcomes of team structures for 1200 workers, supervisors, and middle managers in a large unionized telecommunications company. Regression analyses show that participation in self‐managed teams is associated with significantly higher levels of perceived discretion, employment security, and satisfaction for workers and the opposite for supervisors. Middle managers who initiate team innovations report higher employment security but otherwise are not significantly different from their counterparts who are not involved in innovations. By contrast, there are no significant outcomes for employees associated with their participation in off‐line problem‐solving teams.

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References

1997What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite 1993Tightening the Iron Cage: Concertive Control in Self-Managing Teams 1992Bridging the Boundary: External Activity and Performance in Organizational Teams 1994How Common is Workplace Transformation and Who Adopts it?1996TEAMS IN ORGANIZATIONS: Recent Research on Performance and Effectiveness 2004Business Ethics: Corporate Responses to Scandal 1987Leading Workers to Lead Themselves: The External Leadership of Self- Managing Work Teams 1996What Works at Work: Overview and Assessment

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