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Workplace Reform and Implications for Productivity: A Workshops Field Study
Author(s) -
Pearson C.A.L.
Publication year - 1993
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841119303100209
Subject(s) - scrutiny , productivity , credibility , work (physics) , work systems , task (project management) , work productivity , ordination , business , operations management , public relations , political science , management , computer science , engineering , economics , economic growth , mechanical engineering , machine learning , law
This paper describes a participative work‐scheduling system and some outcomes from its employment in a heavy engineering workshop. Work groups that adopted the system were compared with groups that employed more traditional practices on a similar task. Those teams which employed the participative scheduling practices experienced a substantial growth on some work responses, including productivity. The manifested and perceived differences were attributed to the higher levels of co‐ordination and interdependence that were demanded by the successful employment of the work‐scheduling system. The findings of this study also bring under scrutiny the credibility of strategies currently beingpromoted for improving productivity in the Australian workplace.