Outcomes of autonomous workgroups: a long-term field experiment

Article Abstract:

Autonomous work groups are production units designed to function with a certain independence and minimal supervision. A study conducted within a low-union British confectionary factory was designed to identify the benefits and disadvantages associated with autonomous work groups. Findings reveal that there is an increase in workers' job satisfaction when autonomous work groups are employed, but that such groups have no effect on actual worker performance. Improvements in productivity did exist thanks to the elimination of supervisors, although this elimination of supervisory personnel was accompanied by higher labor turnover as well.

Analysis, Industrial project management, Project management, Labor relations, Participatory management, Job satisfaction, Employee morale, Quality circles

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Effects of team building and goal setting on productivity: a field experiment

Article Abstract:

Team building and goal setting are two managerial tools deemed effective in increasing labor productivity. A study conducted at a sliver mine shows that team building does not increase productivity, although goal setting is attended by some productivity improvements. The results are inconclusive, because the field study was done with 53 miners in conditions that did not allow for an effective measurement. Some employees were skeptical about the goal setting approach to personnel management, thinking that it was another way in which management wanted to increase productivity without raising salaries.

Goal setting

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Attentional demand and cost responsibility as stressors in shopfloor jobs

Article Abstract:

Two studies were conducted to test for the effects of attentional demand and cost responsibility on psychological strain. One was a field experiment involving operators of computer-based manufacturing equipment, and the other was a cross-sectional investigation of employees in a wide range of jobs. The results showed increased strain only for those in jobs high on both attentional demand and cost responsibility. Implications for job design for new manufacturing technologies are discussed. (Reprinted by permission of the publisher.)

Psychological aspects, Job stress, Attention (Psychology), Responsibility, Attention

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