Work organization, technology, and performance in customer service and sales

被引:207
作者
Batt, R [1 ]
机构
[1] Cornell Univ, New York State Sch Ind & Labor Relat, Ithaca, NY 14853 USA
来源
INDUSTRIAL & LABOR RELATIONS REVIEW | 1999年 / 52卷 / 04期
关键词
D O I
10.2307/2525063
中图分类号
F24 [劳动经济];
学科分类号
020106 ; 020207 ; 1202 ; 120202 ;
摘要
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.
引用
收藏
页码:539 / 564
页数:26
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