Studies of teamworking suggest that, for it to be successful, fundamental changes must take place in many aspects of an organization’s structure and operations. This study of the Inland Revenue reveals that only in a few aspects does its operation of teamworking follow this model. The range of work is little changed; employees exercise little in the way of new skills; they appear reluctant to adopt responsibility for the work of others; and the performance management system operates on the basis of individual performance. Nonetheless, teamworking appears to work in the Inland Revenue. It does so by having a team rather than an individual allocation of work, and by encouraging individual identity with the team target. This suggests that, although a limited version of teamworking exists, this might be all an organization needs. Thus what is needed is a more sophisticated understanding of teamworking, its objectives, and the relationship between the two.
Procter, S. and Currie, G. (2002), "How teamworking works in the Inland Revenue: meaning, operation and impact", Personnel Review, Vol. 31 No. 3, pp. 304-319. https://doi.org/10.1108/00483480210422723Download as .RIS
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