What Makes Teams Take? Employee Reactions to Work Reforms

Larry W. Hunter, John Paul MacDuffie and Lorna Doucet

ILR Review, 2002, vol. 55, issue 3, 448-472

Abstract: This paper examines employee reactions to the introduction of work teams, reduced job classifications, and skill-based pay as established through the Modern Operating Agreement (MOA) between Chrysler Corporation and the United Auto Workers. Survey data suggest that workers responded favorably to the MOA across six diverse manufacturing plants, despite variation in founding conditions. The authors draw on field research to assess differences in effects across individual plants. Individual attitudes were more negative in plants facing the threat of sell-off, although individuals in those plants also reported engaging in more of the team-based behaviors required by the MOA. Individual responses to the MOA also varied by demographic characteristics, and by perceptions of the MOA's impact on various individual, group, and organization-level outcomes.

Date: 2002
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
https://journals.sagepub.com/doi/10.1177/001979390205500304 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:ilrrev:v:55:y:2002:i:3:p:448-472

DOI: 10.1177/001979390205500304

Access Statistics for this article

More articles in ILR Review from Cornell University, ILR School
Bibliographic data for series maintained by SAGE Publications ().