High Road and Low Road Teamworking: Perceptions of Management Rationales and Organizational and Human Resource Outcomes
区分了高路和低路两种团队工作类型，研究员工对管理引入团队工作理由的感知如何影响组织绩效和人力资源结果，发现高路团队工作与更广泛的管理理由相关，并带来更积极的效果。
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.