Employee acceptance of the crew chief program in the postal service: an analysis with pre and post data

This study evaluates the implementation of a crew chief program. Data from surveys administered both before and after trials in six cities were analyzed. Using an exchange theory model and qualitative literature on workplace teams, hypotheses were generated concerning the pre-existing workplace climate, crew chief role and relations, and differences between those who became crew chiefs and regular mail processors. Greater acceptance was predicted by stronger management support of the program, crew chiefs not behaving as junior supervisors, and viewing the position as desirable and as a promotion. However, the hypothesis relating the pre-existing climate to program acceptance was not supported.