Employee Cooperation and Resistance in Work Teams
Townsend, Keith J. (2007) Employee Cooperation and Resistance in Work Teams. In AIRAANZ Conference 2007: Diverging Employment Relations Patterns in Australia and New Zealand, 7th – 9th February, 2007, University of Auckland, New Zealand.
This paper compares the teams within a Government-owned call centre and a food-processing organisation that is a subsidiary of a large publicly listed organisation. The intention of this paper is to investigate how the processes in which teams are engaged influences the time employees have away from their primary task. This time is referred to as ‘off-task time’. It is the contention of this paper that it is not the presence of teams that determines the level of interactions, but the level of off-task time. The teams with greater levels of off-task time engage in greater levels of cooperation but also greater levels of employee resistance. This paper is divided in to four sections. The first section will consider the relationship between work teams and employee interactions. This will be followed by an introduction to the two case study organisations, with a brief methodological explanation. The third section of this paper will consider the level of interactions in the teams that would be considered cooperative interactions. The final section of this paper will consider the level of resistance in the work teams.
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|Item Type:||Conference Paper|
|Keywords:||Employee Resistance, Employee Cooperation, Work Teams|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Industrial Relations (150306)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School|
|Copyright Owner:||Copyright 2007 (please consult author)|
|Deposited On:||23 Aug 2007 00:00|
|Last Modified:||05 Jan 2011 13:32|
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