High performance teams: an investigation of the effect on self-management towards performance

Thais Carreira Pfutzenreuter,José Roberto Frega,Edson Pinheiro De Lima

doi:10.1590/0103-6513.20210053

Abstract

Abstract Paper aims Work design is being constantly transformed by technology and requirements for polyvalent workers piloting the work system instead of operating it. This paper investigates self-management teams’ implementation and its effects on performance. A Brazilian cosmetics company case study of team development was used as a guidance for this investigation. Originality Consistent connection between team development theory and practice, exploring sociotechnical approach and empowerment best practices. Research method Boxplot analysis is performed over team building stages along with One-way Variance Analysis to test average performance differences among stages’ transitions. Tukey test was sequentially applied to identify its statistic differences in pairs. Descriptive analysis and Analysis of Means are complementarily applied for shop-floor accidents performance assessment. Main findings Team development reached the expected performance over team stages. Forming to storming, though, was the only transition with no performance average gains. Storming to norming was the highest improvement, which meets sociotechnical principles. Moreover, mean of accidents was inferior at performing stage comparing to the overall mean of accidents during the whole project, highlighting additional shop-floor safety improvements enhanced by the new work design. Implications for theory and practice This paper is restricted to a single sociotechnical environment. Therefore, generic conclusions imply further investigation.

Highlights

According to Alves Filho et al (1992) Work rationalization, born in the Classical School with Scientific Administration, indorsed critical specification for task execution, and little flexibility in the work posts
The case study’s company introduced sociotechnical work teams willing to reach high performance and this paper explores its approach with performance improvement over team-building stages
This study suggests that a team building prosperity has a connection to empowerment practices that meets literature suggestions (Margulies & Kleiner, 1995; Elmuti, 1997; Brower, 1995) such as internal alignment between managers and teams (Hess, 2018) and proper strategic guidance before team development to gradually introduce autonomy (Olsson & Bosch, 2018)

Summary

Introduction

According to Alves Filho et al (1992) Work rationalization, born in the Classical School with Scientific Administration, indorsed critical specification for task execution, and little flexibility in the work posts. Taylor’s organizational model consisted of a rigid hierarchy, that it was highly dictating specialized and standardized tasks (Weisbord, 2011; Batiz-Lazo, 2019). The social scientist Elton Mayo was the first to reveal opposition to this work system. Hawthorne Experience, coordinated by the sociologist between 1924 and 1933, showed that Western Electric Company’s productivity increased with the stimulus of social aspects in the work environment. Zoller & Muldoon (2019) comment that the School of Human Relations contradicted Taylor’s theory since it knocked down the preponderance of physiologic factors on the psychological ones. Hawthorne Experience, coordinated by the sociologist between 1924 and 1933, showed that Western Electric Company’s productivity increased with the stimulus of social aspects in the work environment. Zoller & Muldoon (2019) comment that the School of Human Relations contradicted Taylor’s theory since it knocked down the preponderance of physiologic factors on the psychological ones. Simonetti & Marx (2010)

Results

Discussion

Conclusion