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Work, Employment & Society
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What's this?

Is Lean Mean?

Workplace Transformation and Employee Well-being

Richard Anderson-Connolly

University of Puget Sound, USA raconnolly{at}ups.edu

Leon Grunberg

University of Puget Sound, USA

Edward S. Greenberg

University of Colorado-Boulder, USA

Sarah Moore

University of Puget Sound, USA

This article examines the relationship between workplace transformation (or restructuring) and the well-being of employees, in terms of both psychological and physical health, at a large manufacturing corporation in the United States. While the previous literature has been largely divided over the issue - some researchers providing unqualified enthusiasm and others equally strong criticism of workplace changes - we found, after decomposing workplace transformation into five distinct dimensions of intensity, autonomy, team-work, skilling and computing, that certain components were harmful while others were beneficial to the employees. Furthermore, some effects of reengineering varied between managers and non-managers. Overall, increases in workplace intensity were associated with the largest increases in stress and symptoms of poor health. The data were produced by a longitudinal (two-wave) survey questionnaire of over 1000 employees and were analyzed by means of a structural equations model.

Key Words: employee well-being • reengineering • restructuring • skilling • stress • teamwork

Work, Employment & Society, Vol. 16, No. 3, 389-413 (2002)
DOI: 10.1177/095001702762217407
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This article has been cited by other articles:


Home page
 Journal of Applied Behavioral ScienceHome page
L. Grunberg, S. Moore, E. S. Greenberg, and P. Sikora
The Changing Workplace and Its Effects: A Longitudinal Examination of Employee Responses at a Large Company
Journal of Applied Behavioral Science, June 1, 2008; 44(2): 215 - 236.
[Abstract] [PDF]