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Traditional and non-traditional employees in production teams

机译：生产团队中的传统员工和非传统员工

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Purpose - This paper aims to illustrate how employees in self-managing teams handle the fact that each self-managing team includes traditional as well as non-traditional team members. Design/methodology/approach - This paper, based on two case studies from Post Danmark A/S, the Danish national postal service company, examines the work organization of self-managing teams as well as the mobility of self-managing teams' traditional and non-traditional employees in the teams. Findings - In terms of its contribution to research, this paper illustrates the paradox of an organization using self-managing teams consisting of traditional and non-traditional employees. This article argues that two characteristics contribute to this situation. First, self-managing teams are unique in the sense that they are open to the participation of employees with different qualifications and with varying levels of contribution and, second, the position of "traditional" and "non-traditional" employees means that non-static mobility is allowed in both directions, contributing to cohesiveness and conflict reduction, as the empirical study shows. Research limitations/implications - One of the limitations of the research presented is its focus on only one organization, Post Danmark A/S. Identification of this limitation is based on available indicators in the absence of quantitative evaluations of the team's performance. Practical implications - This paper provides an example for researchers and practitioners (e.g. managers and HR personnel) on how production teams can handle the challenge of dealing with teams that consist of traditional and non-traditional employees. Originality/value - Based on empirical data, this paper describes the positions, internal mobility and relationships between traditional and non-traditional employees in serf-managing teams comprising skilled and unskilled workers.
机译：目的-本文旨在说明自我管理团队中的员工如何处理每个自我管理团队都包括传统团队成员和非传统团队成员的事实。设计/方法/方法-本文基于丹麦国家邮政服务公司Post Danmark A / S的两个案例研究，研究了自我管理团队的工作组织以及自我管理团队的传统和团队中的非传统员工。调查结果-就其对研究的贡献而言，本文说明了一个使用由传统员工和非传统员工组成的自我管理团队的组织的悖论。本文认为有两个特征导致这种情况。首先，自我管理团队的独特之处在于他们对具有不同资历和不同贡献水平的员工开放，其次，“传统”和“非传统”员工的职位意味着非经验研究表明，双向允许静态流动，有助于凝聚力和减少冲突。研究的局限性/含义-提出的研究局限性之一是它只关注于一个组织，即Danmark A / S。在没有对团队绩效进行定量评估的情况下，此限制的确定是基于可用的指标。实际意义-本文为研究人员和从业人员（例如经理和人力资源人员）提供了一个示例，说明生产团队如何应对与由传统员工和非传统员工组成的团队打交道的挑战。原创性/价值-基于经验数据，本文描述了由技术工人和非技术工人组成的农奴管理团队中传统员工和非传统员工之间的职位，内部流动性和关系。

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