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Risks and rewards

Risks and rewards Discusses the creation of selfdirected teams in the service industry in a bid to improve processing time, reduce the number of handoffs and create more interesting customerfocused jobs for employees. Explores the definition of a selfdirected team, and reviews service organizations which use them. Questions the merits of system and provides three factors for consideration interdependence, supportive culture and management skill and willingness. Gives a structure for redesigning service organizations into selfdirected teams, and suggests that, when working efficiently, this system can revolutionize the workplace by providing a faster service for customers and greater job satisfaction for employees. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Managing Service Quality Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0960-4529
DOI
10.1108/09604529210029489
Publisher site
See Article on Publisher Site

Abstract

Discusses the creation of selfdirected teams in the service industry in a bid to improve processing time, reduce the number of handoffs and create more interesting customerfocused jobs for employees. Explores the definition of a selfdirected team, and reviews service organizations which use them. Questions the merits of system and provides three factors for consideration interdependence, supportive culture and management skill and willingness. Gives a structure for redesigning service organizations into selfdirected teams, and suggests that, when working efficiently, this system can revolutionize the workplace by providing a faster service for customers and greater job satisfaction for employees.

Journal

Managing Service QualityEmerald Publishing

Published: May 1, 1992

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