By George M. Kandathil
This monograph narrates the decade-long fight of staff, unions, and administration in reworking one of many greatest in poor health family-owned jute companies in India, right into a sustainable worker-owned and ruled cooperative. It makes a speciality of the adaptation within the 3 teams’ involvement within the transformation. It starts with the staff’ struggles in taking on the company, abandoned through its vendors, to avoid wasting their jobs.
The research analyzes the tensions among the 3 teams in growing and retaining democratic governance that may maintain the preliminary bounce in worker participation within the transformation. The research unearths contradictions at a number of degrees, beginning with the unforeseen end result of data sharing with staff: elevated info sharing via administration leading to reduced worker involvement. The research explains this paradox by way of displaying that for staff, details has a symbolic nature and knowledge sharing is a sign in their trustworthiness within the overview of these who're aware about the data. this suggests involvement is contingent upon the sensation that the knowledge that employees contemplate an important is being shared with them. notwithstanding, what staff give some thought to an important, and hence an emblem of belief, adjustments over the years because the nature and breadth in their involvement evolves. hence, employee expectation in addition to administration and union expectation of knowledge sharing evolves. although, the evolution has the capability to create a mismatch among the 2 expectancies that would bring about contradictions in worker involvement. whereas for administration, info sharing is an device in eliciting involvement, and therefore management’s expectation of knowledge sharing is going via an instrumental loop, for workers, info sharing is an issue of belief, and hence their expectation of data sharing is going via an institutional trust-based loop.
To maintain excessive worker involvement, the association may still preferably institutionalize the trust-based loop and steer clear of attractive with the instrumental loop. the writer proposes a collaborative method of organizational transformation that might aid take care of the contradictions extra successfully, maintaining worker involvement within the transformation. the writer additionally discusses the consequences of those propositions for tutorial scholarship and organizational practices and situates them within the ongoing makes an attempt to reform commercial Disputes Act in India.
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Additional info for Contradictions of Employee Involvement in Organizational Change: The Transformation Efforts in NCJM, An Indian Industrial Cooperative
This method involves careful selection of the research site or the organization to be explored, cases (specific issues within the broad issue of employee involvement in organizational transformation) to be focused on, and data sources that give rich data. I briefly explain each of these next. Selection of Organization The first step was the selection of an appropriate organization. The basis of the appropriateness was that it should fit well with the research objectives. This means cases are chosen for theoretical reasons (Eisenhardt 1989).
This was repeated in the 1990s (the focal period of this study). These repeated events jolted the local economies and consequently the social life of the people in the state. Meanwhile, many such bankrupt or ailing companies including jute mills of smaller size (compared to the size of NCJM: approximately 8,000 employees in 1990) were taken over by workers. For example, Bhowmik and Sarker (2002) briefly describe the case of the Jutes Spares Cooperative that was formed after employees (115 employees in 1987) took over an ailing capitalist company, Texwell Private Ltd.
Department (As mentioned previously, I focused relatively more on the production department and on individuals who directly interacted with workers. ) 3. Grade and status hierarchy in the company (I included individuals from different grades and positions. The literature suggests that worker cooperatives that are formed from the remnants of authority-based hierarchical organizations, for example, NCJM, may retain their hierarchical culture. The implication is that depending on the position in the organization’s status hierarchy, individuals at different levels may have different views on employee involvement and may exhibit different patterns of participatory behavior.