Work organization, technology, and performance in customer service and sales.
The author analyzes the strengths and weaknesses of Total Quality Management and Self-Managed Teams, as compared to mass production approaches to service delivery, among customer service and sales workers in a large unionized regional Bell operating company. Participation in self-managed teams was a...
| Publicado en: | Industrial & Labor Relations Review Vol. 52; no. 4; pp. 539 - 565 |
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| Formato: | Artículo |
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Cornell University
July 1999
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=511119367&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 511119367 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00197939 ILR jtl: Industrial & Labor Relations Review issn: 00197939 maglogo: N pubinfo: dt: July 1999 vid: 52 iid: 4 pid: 140 pub: Cornell University artinfo: ui: 511119367 10.2307/2525063 ppf: 539 ppct: 26 formats: fmt: @attributes: type: T tig: atl: Work organization, technology, and performance in customer service and sales. aug: au: Batt, Rosemary su: Telephone company employees Customer services Telephone companies Total quality management Teams in the workplace Performance sug: subj: Telephone company employees Customer services Telephone companies Total quality management Teams in the workplace Performance keyword: Performance level ab: The author analyzes the strengths and weaknesses of Total Quality Management and Self-Managed Teams, as compared to mass production approaches to service delivery, among customer service and sales workers in a large unionized regional Bell operating company. Participation in self-managed teams was associated with a statistically significant improvement in self-reported service quality and a 9.3% increase in sales per employee. When combined with new technology, teams boosted sales an additional 17.4%. These effects persisted over time. Total Quality Management, by contrast, did not affect performance. This study represents a “strong test” of the efficacy of teams because theory predicts weak outcomes for self-managed teams among service and sales employees in establishments where technology and organizational structure limit opportunities for self-regulation, the nature of work and technology do not require interdependence, and downsizing creates pervasive job insecurity—conditions found at the company studied here. Reprinted by permission of the publisher. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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