Abstract
In this article, we explore the relationship between two different types of teamworking, perceptions of management rationales for introducing teamworking and organizational and human resource outcomes. Teamworking is classified into two different types: `high road' and `low road' teamworking. Management rationales for introducing teamworking are categorized as economic, social and cultural. Organizational performance is assessed by perceptions of plant competitiveness, customer care and product quality. We measure human resource outcomes through worker responses, training and promotion, communication and consultation, role of trade union and health and safety. The findings indicate that `high road' teamworking is associated with broader management rationales, and is perceived to have a greater positive impact upon both organizational performance and human resource outcomes. Particular features of high road teams - delayered management, flexible job descriptions, fewer pay bands and grades - were associated with positive outcomes.
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