How to start and sustain a work redesign program

Ketchum, Lyman D.

doi:10.1002/npr.4040010110

Cited by 4 publications

(3 citation statements)

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“… Team territories. Practitioners emphasize the importance to a work team of having its own “turf” (Ketchum, 1981). Even teams who need no special facilities may rely on their physical environments for identity and management of external relations.…”

Section: Boundaries and Work Team Effectivenessmentioning

confidence: 99%

Work teams: Applications and effectiveness.

Sundstrom¹,

Meuse²,

Futrell³

1990

American Psychologist

1,254

914

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This article uses an ecological approach to analyze factors in the effectiveness of work teams—small groups of interdependent individuals who share responsibility for outcomes for their organizations. Applications include advice and involvement, as in quality control circles and committees; production and service, as in assembly groups and sales teams; projects and development, as in engineering and research groups; and action and negotiation, as in sports teams and combat units. An analytic framework depicts team effectiveness as interdependent with organizational context, boundaries, and team development. Key context factors include (a) organizational culture, (b) technology and task design, (c) mission clarity, (d) autonomy, (e) rewards, (f) performance feedback, (g) training/consultation, and (h) physical environment. Team boundaries may mediate the impact of organizational context on team development. Current research leaves unanswered questions but suggests that effectiveness depends on organizational context and boundaries as much as on internal processes. Issues are raised for research and practice.

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Section: Boundaries and Work Team Effectivenessmentioning

confidence: 99%

Work teams: Applications and effectiveness.

Sundstrom¹,

Meuse²,

Futrell³

1990

American Psychologist

1,254

914

View full text Add to dashboard Cite

show abstract

“…As Ketchum (1982) Pettigrew (1976) identified the failure of organizational designers to recognize and proactively respond to such crises as the second principle source of consultant ineffectiveness. The ability of professionals in workplace innovation to overcome the divisions between the social scientific groups and develop a common understanding of the complex nature of the design process is their second major task.…”

Section: The Social Science Designersmentioning

confidence: 98%

Tinkering with technology: Human factors, work redesign, and professionals in workplace innovation

Badham

Ehn

2000

Hum. Factors Man.

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“…The single most widely cited greenfield case study is the 1971 start-up of the General Foods dog food plant in Topeka, Kansas (Walton, 1972(Walton, , 1982Ketchum, 1982). Initial reports were enthusiastic.…”

Section: Case Study Designsmentioning

confidence: 99%

Field of dreams: team implementations and greenfields

Becker

2007

Team Performance Management: An International Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Greenfields are new plants -typically, but not exclusively manufacturing -that belong to an existing organization. They are ideal settings for teams, but implementation of the technology and people systems during start-up can be difficult. This review aims briefly to describe the origin of the greenfield concept, three decades of research, and recommendations for work practices that promote teams. Design/methodology/approach -A total of 37 research studies evaluating greenfield operations were located, including quasi-experiments, surveys and case studies. A brief description of the study is provided, as well as information regarding productivity and employee attitudinal and behavioral outcomes.Findings -The paper finds that greenfields are frequently used to implement team-based systems, with varying results. Outcomes such as productivity, quality, employee satisfaction, absenteeism and turnover are described. Research evaluating greenfields is limited due to proprietary and competitive concerns and the reluctance to discuss failures. Three broad areas in which greenfields are unique are identified and discussed in the interest of promoting future research; these include employee attitudes and behaviors, organizational culture and human resource practices. Practical implications -A total of 24 human resource practices that support team-based work systems in new greenfield plants are recommended and described. Originality/value -This paper fills a void in the team literature by reviewing greenfield facilities as distinctive organizations for team-based systems. Paper type Literature reviewManagers opened a new $200 million agricultural team-based greenfield facility with a vision that addressed four key stakeholders: customers, owners, employees and the community. Early success led to a plant expansion from 120 to 500 employees and corporate investment grew to $500 million. The plant received productivity and safety awards; its three-year injury rate was 56 percent below industry average and its lost workday rate was 64 percent below industry average. Managers attribute plant success to an innovative team hiring process and effective team leadership. They caution new g...

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How to start and sustain a work redesign program

Abstract: Work redesign offers an alternative to the specter of decaying old plants. It relates worker needs to company needs-and improves the quality of work life and productivity.

Cited by 4 publications

References 0 publications

Work teams: Applications and effectiveness.

Work teams: Applications and effectiveness.

Tinkering with technology: Human factors, work redesign, and professionals in workplace innovation

Field of dreams: team implementations and greenfields

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