Cross-training policies and team performance

Abstract

Labour flexibility is an important issue in the design and development of teams. By means of an analytical study this paper investigates the impact of cross-training on team performance. Four cross-training policies are distinguished and compared according to their effects on important performance measures, such as the load of the bottleneck worker and the number of newly used qualifications seen in various situations. These measures indicate a team's effectiveness and efficiency. Furthermore, they are related to psychological, social and organizational aspects of team functioning. A task assignment heuristic serves as a tool for comparing the cross-training policies. This is applied in an experimental study in which the team situation varies with respect to the cross-training policy, the level of absenteeism, and the variation in the mix of orders. It is shown that a worker-oriented cross-training policy, which attempts to spread multi-functionality evenly among employees, performs well. This policy offers the opportunity to shift work among employees to keep the load of the bottleneck worker low. The required coordination effort for allocating workers to tasks is also relatively low. In line with previous research, this study shows a diminishing positive effect of expanding the level of labour flexibility. The coordination effort required to apply additional flexibility appears to increase linearly with the amount of additional cross-training. The diminishing positive effect and the linearly increasing coordination effort suggest that managers should critically consider the level of labour flexibility in worker teams.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 80 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.