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Employee acceptance of team role pro...

Capella University., School of Business.

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Employee acceptance of team role profiling as a management tool: A survey of a high technology manufacturing environment.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Employee acceptance of team role profiling as a management tool: A survey of a high technology manufacturing environment./
作者:	Beach, Ronald B.
面頁冊數:	85 p.
附註:	Adviser: John Whitlock.
Contained By:	Dissertation Abstracts International70-02A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3344893
ISBN:	9781109049206

Employee acceptance of team role profiling as a management tool: A survey of a high technology manufacturing environment.
Beach, Ronald B.

Employee acceptance of team role profiling as a management tool: A survey of a high technology manufacturing environment. - 85 p.

Adviser: John Whitlock.

Thesis (Ph.D.)--Capella University, 2009.

The present study investigated the subject of the acceptance levels of a high technology manufacturing workforce to accept the use of a team-role model as a management tool for assignment to work teams. Manufacturing management is being pressured to find means to assign workers into work teams that will maximize the productivity results. This situation is compounded as the size of functional teams increase. There are many different models available but the Belbin Team Role Self-Perception Inventory was selected for this study. While there has been a large amount of research performed on the validity of the Belbin Team Role model, there have not been any studies on the acceptability by the workforce for use with job assignments. The assembler's level of acceptance of team role instrument was determined by using the Belbin Self-perception assessment and an online questionnaire. The personal opinions and quantitative data were collected via an online questionnaire. 70 assemblers from a Midwest Fortune 500 technology company took the online Belbin self-perception assessment and 61 (31 male and 30 female) gave their opinions by completing the researcher's survey. There was a positive correlation between those who took the online questionnaire and the level of acceptance to allow management to reassign them to teams based on their identified team role. The level of acceptance was the same between genders, various ages, and education backgrounds. Males accepted the use of the tool at a similar rate as females. The overall result is that the manufacturing workforce accepted the use of team role profiling for job assignments and career enhancing feedback.

ISBN: 9781109049206Subjects--Topical Terms:

626628
Business Administration, Management.

Employee acceptance of team role profiling as a management tool: A survey of a high technology manufacturing environment.
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502 $a Thesis (Ph.D.)--Capella University, 2009.
520 $a The present study investigated the subject of the acceptance levels of a high technology manufacturing workforce to accept the use of a team-role model as a management tool for assignment to work teams. Manufacturing management is being pressured to find means to assign workers into work teams that will maximize the productivity results. This situation is compounded as the size of functional teams increase. There are many different models available but the Belbin Team Role Self-Perception Inventory was selected for this study. While there has been a large amount of research performed on the validity of the Belbin Team Role model, there have not been any studies on the acceptability by the workforce for use with job assignments. The assembler's level of acceptance of team role instrument was determined by using the Belbin Self-perception assessment and an online questionnaire. The personal opinions and quantitative data were collected via an online questionnaire. 70 assemblers from a Midwest Fortune 500 technology company took the online Belbin self-perception assessment and 61 (31 male and 30 female) gave their opinions by completing the researcher's survey. There was a positive correlation between those who took the online questionnaire and the level of acceptance to allow management to reassign them to teams based on their identified team role. The level of acceptance was the same between genders, various ages, and education backgrounds. Males accepted the use of the tool at a similar rate as females. The overall result is that the manufacturing workforce accepted the use of team role profiling for job assignments and career enhancing feedback.
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