Research and Resources
QUICK LINKS - QUEEN'S IRC ARTICLES & PAPERS
Training is increasingly being recognized as integral to the effectiveness and performance of teams and to the satisfaction of team members. While the methods of team training vary depending on the developmental stage of the team and the reason for the training, most team training falls within the following types: in-house, off-site, simulation/role playing, peer-to-peer, and multi-team training, as well as self-directed learning.
Faced with global competition and rapid technological change, companies are forced to develop new organizational structures to meet the challenges facing them. One alternative that has gained popularity in recent years is the team-based organization. While there are varying approaches to the designing of a team environment, one common approach is the self-directed work team (SDWT). The SDWT is responsible for a relatively whole task, not just part of a job, and each of the team members possesses a variety of skills relevant to that task.
In the global environment of increasing technological change, companies are looking for alternatives to traditional hierarchical organizational structures in order to maintain the competitive advantage that is necessary for their survival. Increasingly, they are turning to self-directed work teams in pursuit of high performance. But building team-based organizations requires challenging behavioural changes and a well-designed program that provides training not only in technical but also in personal skills. Based on her study of seven work teams in five Canadian organizations, the author provides detailed advice on how to design a training program that will succeed.
The current restructuring of the Canadian economy is leading to a number of workplace changes, designed both to increase the productivity and competitiveness performance of firms and improve the work environment for employees. This paper provides a comprehensive overview of work organization through increased employee participation in decision-making. As well, other aspects of workplace change will at times be referred to given the close interrelationships between the different aspects of workplace change.
This paper explores the relationship between worker cooperation with technical change and international competitiveness. It outlines the reasons why worker cooperation is important, how it is (and is not) obtained, and assesses the likelihood that Canadian companies can achieve it. The conclusions are not entirely pessimistic. While it is often very hard to create a cooperative attitude where there was none before, there have been some remarkable success stories.
Although telecommuting – defined here as working at home using electronic communications technology linked to the employer's central office – has been under way in Canadian organizations to varying degrees for some time, it is only in the last few years that it has been formally implemented in some Canadian companies. There is every indication that telecommuting will become much more prevalent in North America during the next ten years.
High organizational commitment has consistently been associated with lower employee turnover, decreased absenteeism, longer job tenure, and in several studies, enhanced performance. These aspects of employee behaviour are of strategic concern to organizations. This paper brings the extensive academic knowledge of organizational commitment together in one essay for use by organizational practitioners.
This paper examines employee involvement initiatives in order to determine what firm-level factors have contributed to the slow development of such programs in Canada. Six cases studies were analyzed and several hypotheses were formulated about the conditions necessary for employee involvement programs to succeed. An examination of the factors which influence the firm-level players revealed that several obstacles exist which may prevent these conditions from being realized.
In this paper the authors look at the evidence of increased employee ownership in Canada. Employee ownership of a company may involve a 100 percent buyout to avoid closure, a transfer of ownership to employees (e.g., at the retirement of the owner), or the establishment of a company stock purchase plan. The paper looks at case studies of seven employee-owned firms in Canada. The studies show that employee ownership has meant survival, a return to profitability, and in many situations continued growth for these companies.
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Our research includes a variety of activities that complement our programming. Through surveys, interviews, and articles, we aim to communicate trends in the HR and LR fields.
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