Telecommunications 2004: Business Strategy, HR Practices, and Performance

This national benchmarking report of the U.S. telecommunications services industry traces the tumultuous changes in management and workforce practices and performance in the sector over the last 5 years. This is a follow-up report to our 1998 study. At that time, when the industry was booming, we conducted a national survey of establishments in the industry. In 2003, we returned to do a second national survey of the industry, this time in a sector that was recovering from one of the worst recessions in its history

Telecommunications 2004: Strategy, HR Practices & Performance - Cornell-Rutgers Telecommunications Project

This national benchmarking report of the U.S. telecommunications services industry traces the tumultuous changes in management and workforce practices and performance in the sector over the last 5 years. This is a follow-up report to our 1998 study. At that time, when the industry was booming, we conducted a national survey of establishments in the industry. In 2003, we returned to do a second national survey of the industry, this time in a sector that was recovering from one of the worst recessions in its history

Human Resource and Employment Practices in Telecommunications Services, 1980-1998

[Excerpt] In the academic literature on manufacturing, much research and debate have focused on whether firms are adopting some form of “high-performance” or “high-involvement” work organization based on such practices as employee participation, teams, and increased discretion, skills, and training for frontline workers (Ichniowski et al., 1996; Kochan and Osterman, 1994; MacDuffie, 1995). Whereas many firms in the telecommunications industry flirted with these ideas in the 1980s, they did not prove to be a lasting source of inspiration for the redesign of work and employment practices. Rather, work restructuring in telecommunications services has been driven by the ability of firms to leverage network and information technologies to reduce labor costs and create customer segmentation strategies. “Good jobs” versus “bad jobs,” or higher versus lower wage jobs, do not vary according to whether firms adopt a high- involvement model. They vary along two other dimensions: (1) within firms and occupations, by the value-added of the customer segment that an employee group serves; and (2) across firms, by union and nonunion status. We believe that this customer segmentation strategy is becoming a more general model for employment practices in large-scale service | operations; telecommunications services firms may be somewhat more | advanced than other service firms in adopting this strategy because of certain unique industry characteristics. The scale economies of network technology are such that once a company builds the network infrastructure to a customer’s specifications, the cost of additional services is essentially zero. As a result, and notwithstanding technological uncertainty, all of the industry’s major players are attempting to take advantage of system economies inherent in the nature of the product market and technology to provide customized packages of multimedia products to identified market segments. They have organized into market-driven business units providing differentiated services to large businesses and institutions, small businesses, and residential customers. They have used information technologies and process reengineering to customize specific services to different segments according to customer needs and ability to pay. Variation in work and employment practices, or labor market segmentation, follows product market segmentation. As a result, much of the variation in employment practices in this industry is within firms and within occupations according to market segment rather than across firms. In addition, despite market deregulation beginning in 1984 and opportunities for new entrants, a tightly led oligopoly structure is replacing the regulated Bell System monopoly. Former Bell System companies, the giants of the regulated period, continue to dominate market share in the post-1984 period. Older players and new entrants alike are merging and consolidating in order to have access to multimedia markets. What is striking in this industry, therefore, is the relative lack of variation in management and employment practices across firms after more than a decade of experience with deregulation. We attribute this lack of variation to three major sources. (1) Technological advances and network economics provide incentives for mergers, organizational consolidation, and, as indicated above, similar business strategies. (2) The former Bell System companies have deep institutional ties, and they continue to benchmark against and imitate each other so that ideas about restructuring have diffused quickly among them. (3) Despite overall deunionization in the industry, they continue to have high unionization rates; de facto pattern bargaining within the Bell system has remained quite strong. Therefore, similar employment practices based on inherited collective bargaining agreements continue to exist across former Bell System firms

Teams organization and performance analysis in autonomous human-robot teams

This paper proposes a theory of human control of robot teams based on considering how people coordinate across different task allocations. Our current work focuses on domains such as foraging in which robots perform largely independent tasks. The present study addresses the interaction between automation and organization of human teams in controlling large robot teams performing an Urban Search and Rescue (USAR) task. We identify three subtasks: perceptual search-visual search for victims, assistance-teleoperation to assist robot, and navigation-path planning and coordination. For the studies reported here, navigation was selected for automation because it involves weak dependencies among robots making it more complex and because it was shown in an earlier experiment to be the most difficult. This paper reports an extended analysis of the two conditions from a larger four condition study. In these two "shared pool" conditions Twenty four simulated robots were controlled by teams of 2 participants. Sixty paid participants (30 teams) were recruited to perform the shared pool tasks in which participants shared control of the 24 UGVs and viewed the same screens. Groups in the manual control condition issued waypoints to navigate their robots. In the autonomy condition robots generated their own waypoints using distributed path planning. We identify three self-organizing team strategies in the shared pool condition: joint control operators share full authority over robots, mixed control in which one operator takes primary control while the other acts as an assistant, and split control in which operators divide the robots with each controlling a sub-team. Automating path planning improved system performance. Effects of team organization favored operator teams who shared authority for the pool of robots. © 2010 ACM

Psychological team diversity and strategy implementation

The overwhelming majority of team or group composition studies are restricted to analyzing the link between team demographics and the content of specific strategic choices. We argue that in order to make progress in this domain it is now time to broaden the approach by focusing on psychological team composition and issues of effective implementation. In addition, we propose a more sophisticated theoretical and methodological approach to the use of specific team composition measures. We conducted an experimental study in order to explore the potential of addressing these major limitations of past research. Specifically, we hypothesize on and analyze the relationship between the psychological composition of management teams (in terms of their members'' control perceptions) and two aspects of effective strategy implementation: meticulous planning and the configuration of consistent action patterns. We find that homogeneous ''internal'' teams adapt their strategy-making behavior to the requirements of the environment, whereas homogeneous ''external'' teams do not. As expected, mixed (i.e., heterogeneous) teams experienced most problems in effectively implementing their strategies. The findings provide support for the potential value of analyzing both psychological composition of decision making teams and strategy implementation issues. Furthermore, it underscores the importance of properly matching theoretical expectations and measurement methodology in multi-level research.management and organization theory ;

Trends in Skills Requirements and Work-Related Issues

[Excerpt] The Skills and Employment Survey (SES) provides an up-to-date picture of employee perspectives across a range of themes relating to work that they are doing. Given the central importance of work to many people’s lives, the findings of this survey are relevant to many areas of policy for employers, trade unions and Government. The 2012 survey follows on from previous waves and therefore comparisons can be made with earlier findings; this is especially important as the previous survey was undertaken in 2006, before the onset of the recession. Reports including the first findings have been published on six topics: Skills at work in Britain; Training in Britain; Job control in Britain; Fear at work in Britain; Work intensification in Britain; Job-related well-being in Britain. This report highlights some of the key findings from these reports and provides some discussion of the implications for labour markets and labour market policy in Great Britain (Northern Ireland was not included)