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What makes teams take? Employee reactions to work reforms

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Author Info

  • Larry W. Hunter
  • John Paul Macduffie
  • Lorna Doucet
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    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. (Author's abstract.)

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    Bibliographic Info

    Article provided by ILR Review, Cornell University, ILR School in its journal ILR Review.

    Volume (Year): 55 (2002)
    Issue (Month): 3 (April)
    Pages: 448-472

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    Handle: RePEc:ilr:articl:v:55:y:2002:i:3:p:448-472

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    Cited by:
    1. Eileen Appelbaum & Larry W. Hunter, 2004. "Union Participation in Strategic Decisions of Corporations," NBER Chapters, in: Emerging Labor Market Institutions for the Twenty-First Century, pages 265-292 National Bureau of Economic Research, Inc.
    2. Wei Chi & Richard B. Freeman & Morris M. Kleiner, 2011. "Adoption and Termination of Employee Involvement Programs," LABOUR, CEIS, vol. 25(1), pages 45-62, 03.

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