the essentials of the new workplace - buch.de€¦ · the essentials of the new workplace ......

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WY047-Holman 0470022159pre September 18, 2004 2:45

The Essentials ofthe New Workplace

A Guide to the Human Impactof Modern Working Practices

Edited by

David Holman, Toby D. Wall andChris W. Clegg

University of Sheffield, UK

Paul SparrowUniversity of Manchester, UK

and

Ann HowardDevelopment Dimensions International,

New Jersey, USA

WILEY

iii

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The Essentials of the New Workplace

i

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The Essentials ofthe New Workplace

A Guide to the Human Impactof Modern Working Practices

Edited by

David Holman, Toby D. Wall andChris W. Clegg

University of Sheffield, UK

Paul SparrowUniversity of Manchester, UK

and

Ann HowardDevelopment Dimensions International,

New Jersey, USA

WILEY

iii

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Copyright C 2005 John Wiley & Sons, Ltd, The Atrium, Southern Gate, Chichester,West Sussex PO19 8SQ, UK

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Library of Congress Cataloging-in-Publication Data

The essentials of the new workplace : a guide to the human impact of modern working practices /edited by David Holman . . . [et al.].

p. cm.Rev. ed. of : The new workplace. 2003.Includes bibliographical references and index.ISBN 0-470-02215-9 (pbk. : alk. paper)1. Quality of work life. 2. Job satisfaction. 3. Psychology, Industrial. 4. Work environment.

5. Work design. 6. Human-machine systems. 7. Industrial relations. I. Holman, David (David J.)II. New workplace.

HD6955.N495 2005331.2dc22

2004016048

British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

ISBN 0-470-02215-9

Typeset in 10/12pt Times by Techbooks Electronic Services Pvt Ltd, New Delhi, IndiaPrinted and bound in Great Britain by TJ International Ltd, Padstow, CornwallThis book is printed on acid-free paper responsibly manufactured from sustainable forestryin which at least two trees are planted for each one used for paper production.

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Contents

List of Illustrations vii

About the Editors ix

List of Contributors xi

Preface xiii

Chapter 1 Introduction to the Essentials of the New Workplace 1David Holman, Stephen Wood, Toby D. Wall and Ann Howard

Chapter 2 Workers Under Lean Manufacturing 15Rick Delbridge

Chapter 3 The Human Side of Total Quality Management 33Richard Cooney and Amrik Sohal

Chapter 4 System Integration in Advanced Manufacturing Technology 51Waldemar Karwowski and Bradley Chase

Chapter 5 Supply-chain Partnering 67Maire Kerrin and Belen Icasati-Johanson

Chapter 6 Team Work 91John Cordery

Chapter 7 Call Centres 111David Holman

Chapter 8 Knowledge Management 133Harry Scarbrough

Chapter 9 Employee Involvement: Utilization, Impacts, andFuture Prospects 153George S. Benson and Edward E. Lawler III

Chapter 10 Managing Virtual Workers and Virtual Organisations 173David Lamond, Kevin Daniels and Peter Standen

Chapter 11 Organisational Performance and Manufacturing Practices 197Stephen Wood

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vi CONTENTS

Chapter 12 Organisational Performance in Services 219Rosemary Batt and Virginia Doellgast

Author Index 241

Subject Index 253

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List of Illustrations

FIGURES

Figure 2.1 Key organizing principles of lean manufacturing 23Figure 4.1 A framework for competitive advanced manufacturing enterprise 61Figure 10.1 Conceptual overview of behavioural issues in teleworking 178

TABLES

Table 1.1 Definition of the modern working practices 2Table 2.1 Ohnos comparison of production systems at Toyota and Ford 16Table 2.2 What is lean production? 18Table 2.3 MacDuffies measures of work systems and HRM policies 24Table 4.1 The HITOP framework 60Table 5.1 Features of arms-length contract relations and obligational contract

relations 69Table 5.2 Models of customersupplier relations 71Table 7.1 Characteristics of relationships and encounters 113Table 7.2 Call centre models: mass service and high commitment service 118Table 7.3 Individual and collective forms of CSR resistance to management

control 123Table 8.1 Perspectives on KM 137Table 8.2 Knowledge management strategies 145Table 8.3 The future agenda for KM 149Table 9.1 Surveys used to research EI and organizational performance 156Table 10.1 Types of telework and sample jobs 176Table 10.2 Predicting forms of telework from Quinns (1988) competing values

framework 180

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viii

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About the Editors

David Holman is a Senior Research Fellow at the Centre for Organisation and Innovation,which is part of the Institute of Work Psychology, University of Sheffield. He obtained hisdegree in psychology, diploma in personnel management and doctorate from ManchesterMetropolitan University. His main research interests are job design, well-being and emotionsat work, learning at work, and management education and development. He is the author ofManagement and Language: The Manager as a Practical Author and has published articlesin the Journal of Applied Psychology, Journal of Occupational Health Psychology, Journalof Occupational and Organisational Psychology, Human Relations, Management Learning,Human Factors and Ergonomics in Manufacturing and Applied Ergonomics.

Toby D. Wall is Professor of Psychology at the University of Sheffield, where he is Directorof the Institute of Work Psychology and the ESRC Centre for Organisation and Innovation.He obtained his first degree and his doctorate from the University of Nottingham. Hismain research interests have been in industrial and organisational psychology and haverecently focused on the effects of advanced manufacturing technology and shop floor workorganisation on work performance and strain. His research has appeared in the Journal ofApplied Psychology, the Academy of Management Journal and other leading publications.He is also the author of several books including The Human Side of Advanced ManufacturingTechnology and Job and Work Design.

Chris W. Clegg is Professor of Organisational Psychology and Deputy Director of theInstitute of Work Psychology at the University of Sheffield. He is a Co-Director of theESRC Centre for Organisation and Innovation and Co-Director of the BAE Rolls-RoyceUniversity Technology Partnership for Design. He currently chairs the Sociotechnical Sub-Group of the British Computer Society. He holds a BA (Hons) in Psychology from theUniversity of Newcastle-upon-Tyne and an MSc in Business Administration from theUniversity of Bradford. He is a Fellow of the British Psychological Society, a Fellowof the Royal Society of Arts, and a chartered psychologist. His research interests are in theareas of new technology, work organisation, information and control systems, sociotechni-cal theory and new management practices. He has published his work in a number of booksand journals.

Paul Sparrow is the Ford Professor of International Human Resource Management atManchester Business School. He graduated from the University of Manchester with a BSc(Hons) in Psychology and the University of Aston with an MSc in Applied Psychologyand was then sponsored by Rank Xerox to study the impacts of ageing on the organisationfor his Ph.D. at Aston University. He has written and edited a number of books includingEuropean Human Resource Management in Transition, The Competent Organization: A

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x ABOUT THE EDITORS

Psychological Analysis of the Strategic Management Process, Human Resource Manage-ment: The New Agenda, International Human Resource Management and GlobalizingHuman Resource Management. He has also published articles in leading journals on thefuture of work, human resource strategy, the psychology of strategic management, interna-tional human resource management and cross-cultural management. He is the former Editorof the Journal of Occupational and Organisational Psychology.

Ann Howard is Manager of Assessment Technology Integrity for Development DimensionsInternational (DDI), a leading provider of human resource programs and services. She hasserved as president of the Leadership Research Institute, a non-profit organization that sheco-founded in 1987. Ann is the author of more than 85 publications on topics such asassessment centers, management selection, managerial careers, and leadership. She is thesenior author (with Dr Douglas W. Bray) of Managerial Lives in Transition: AdvancingAge and Changing Times, which received the George R. Terry Award of Excellence fromthe Academy of Management in 1989. She has edited two books: The Changing Natureof Work (1995) and Diagnosis for Organizational Change: Methods and Models (1994).She is a past president of the Society for Industrial and Organizational Psychology and theSociety of Psychologists in Management. Ann received her Ph.D. degree from the Universityof Maryland and her MS degree from San Francisco State University, both in industrialorganizational psychology. She holds an honorary doctor of science degree from GoucherCollege, where she earned a BA degree in psychology.

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List of Contributors

Professor Rosemary Batt, School of Industrial and Labor Relations, Cornell University,387 Ives Hall, Ithaca, NY 14853, USA

Dr George S. Benson, Department of Management, The University of Texas at Arlington,College of Business, BOX 19467, Arlington, TX 76019, USA

Dr Bradley Chase, Industrial and Systems Engineering, University of San Diego, 5998Alcala Park, San Diego, CA 921102492, USA

Dr Richard Cooney, Department of Management, Monash University, Caulfield Campus,27 Sir John Monash Drive, East Caulfield, Victoria 3145, Australia

Professor John Cordery, Department of Organizational and Labour Studies, Universityof Western Australia, Nedlands, Perth, WA 6907, Australia

Professor Kevin Daniels, Loughborough University Business School, University ofLoughborough, Ashby Road, Loughborough LE11 3TU, UK

Professor Rick Delbridge, Cardiff Business School, Cardiff University, Colum Drive,Cardiff CF10 3EU, UK

Virginia Doellgast, School of Industrial and Labor Relations, Cornell University, 387Ives Hall, Ithaca, NY 14853, USA

Dr David Holman, Institute of Work Psychology, University of Sheffield, MushroomLane, Sheffield S10 2TN, UK

Dr Ann Howard, Development Dimensions International, 21 Knoll Road, Tenafly, NJ07670, USA

Belen Icasati-Johanson, Institute of Work Psychology, University of Sheffield, MushroomLane, Sheffield S10 2TN, UK

Professor Waldemar Karwowski, Center for Industrial Ergonomics, University ofLouisville, Room 445, Lutz Hall, KY 40292, USA

Dr Maire Kerrin, Department of Psychology, Organisational Psychology Group, CityUniversity, Northampton Square, London EC1V 0HB, UK

Professor David Lamond, Sydney Graduate School of Management, University ofWestern Sydney, PO Box 6145, Paramatta Delivery Centre, NSW 2150, Australia

Professor Edward E. Lawler III, Center for Effective Organizations, Marshall School ofBusiness, University of Southern California, Los Angeles, CA 900891421, USA

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WY047-Holman 0470022159pre August 1, 2004 7:48

xii LIST OF CONTRIBUTORS

Professor Harry Scarbrough, Ikon Research Group, Warwick Business School, WarwickUniversity, Coventry CV4 7AL, UK

Professor Amrik Sohal, Department of Management, Monash University, CaulfieldCampus, 27 Sir John Monash Drive, East Caulfield, Victoria 3145, Australia

Dr Peter Standen, Department of Management, Edith Cowan University, Pearson StChurchlands, WA 6018, Australia

Professor Toby D. Wall, Institute of Work Psychology, University of Sheffield, MushroomLane, Sheffield S10 2TN, UK

Professor Stephen Wood, Institute of Work Psychology, University of Sheffield,Mushroom Lane, Sheffield S10 2TN, UK

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Preface

The make-up of todays workplace is characterised by the use of a wide array of modernworking practices and technologies. Lean manufacturing, total quality management, ad-vanced manufacturing technology, call centres, team working and knowledge managementare just a few of the practices that organisations are using in their search for effectiveness.The introduction and use of these practices has provoked much debate and research on theirnature and effects. A consistent theme within this has been that the social, psychological andorganisational aspects of modern working practices and technologies must be consideredin order to understand, design and manage them effectively. In order to bring this researchtogether in one volume, we have invited leading authors from around the world to providean up-to-date assessment of research on the main working practices that are shaping todaysworkplace. Most authors were invited to write on a particular practice, and to comment onits prevalence, to review its impact on employees experience of work and to consider thehuman resource management implications of the practice. Where possible they also con-sider the impact of their chosen practice on performance. This theme is further developedin the final two chapters that examine, respectively, whether modern working practices andhuman resource practices more broadly have an effect on organisational performance inmanufacturing and service sectors.

The breadth of working practices covered, the multi-disciplinary nature of the chaptersand the focus on performance distinguish this book from others. We believe that this willhelp the reader gain a comprehensive understanding of the social, psychological and organ-isational aspects of modern working practices. Ultimately, though, this book is designedto make a contribution to the understanding, design and effective management of modernworking practices. The books breadth will appeal to those with an interest in industrial/organisational psychology, human resource management, management and business stud-ies, manufacturing, production engineering and change management, as well as those whoare involved in the design, implementation and effective management of innovative workingpractices.

The editors would like to state that this book is an outcome of the programme of the ESRCCentre for Organisation and Innovation, at the Institute of Work Psychology, University ofSheffield, UK. The editors therefore acknowledge the support of the Economic and SocialResearch Council (ESRC) (UK). David Holman would particularly like to thank his family,Dave Wilson and family, Louise Wallace and family, and all his friends for their supportthroughout all the stages of preparing this book.

David HolmanToby D. WallChris W. CleggPaul SparrowAnn Howard

the essentials of the new workplace - buch.de€¦ · the essentials of the new workplace ......

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