Making workers visible: Unmasking learning in a work team

Sharon L. Howell, Vicki K. Carter, Fred M. Schied

Research output: Contribution to journalArticle

1 Citation (Scopus)

Abstract

Investigates how a particular work team interprets and comes to understand quality management initiatives centered around customer service. The study set out to add to the understanding of how work team members interpret and learn as a part of a functional work based team operating within a quality management work environment. Data sources, including field notes, an extensive reflective journal, strategic plans, annual reports, e-mail messages and office memos, provided rich, in-depth information. The study argues that, contrary to much of the management-based learning literature, learning is used as a way to mold and shape attitudes of workers and to control them.

Original languageEnglish (US)
Pages (from-to)326-333
Number of pages8
JournalJournal of Workplace Learning
Volume13
Issue number7-8
DOIs
StatePublished - Dec 1 2001

Fingerprint

learning
quality management
Learning
worker
annual report
e-mail
work environment
Annual Reports
Information Storage and Retrieval
Postal Service
customer
Fungi
management
Quality management
Work teams
Workers
Customer service
Data sources
Electronic mail
Annual reports

All Science Journal Classification (ASJC) codes

  • Social Psychology
  • Development
  • Organizational Behavior and Human Resource Management

Cite this

Howell, Sharon L. ; Carter, Vicki K. ; Schied, Fred M. / Making workers visible : Unmasking learning in a work team. In: Journal of Workplace Learning. 2001 ; Vol. 13, No. 7-8. pp. 326-333.
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Making workers visible : Unmasking learning in a work team. / Howell, Sharon L.; Carter, Vicki K.; Schied, Fred M.

In: Journal of Workplace Learning, Vol. 13, No. 7-8, 01.12.2001, p. 326-333.

Research output: Contribution to journalArticle

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