By George M. Kandathil

This monograph narrates the decade-long fight of staff, unions, and administration in remodeling one of many greatest unwell family-owned jute companies in India, right into a sustainable worker-owned and ruled cooperative. It specializes in the difference within the 3 teams’ involvement within the transformation. It starts with the workers’ struggles in taking up the enterprise, abandoned through its proprietors, to save lots of their jobs.
The examine analyzes the tensions among the 3 teams in growing and holding democratic governance that may maintain the preliminary jump in worker participation within the transformation. The research finds contradictions at a number of degrees, beginning with the unforeseen consequence of data sharing with employees: elevated details sharing by way of administration leading to lowered worker involvement. The learn explains this paradox via displaying that for staff, details has a symbolic nature and data sharing is a sign in their trustworthiness within the evaluation of these who're aware of the data. this suggests involvement is contingent upon the sensation that the knowledge that staff think about the most important is being shared with them. besides the fact that, what employees give some thought to the most important, and hence an emblem of belief, alterations through the years because the nature and breadth in their involvement evolves. therefore, employee expectation in addition to administration and union expectation of knowledge sharing evolves. besides the fact that, the evolution has the capability to create a mismatch among the 2 expectancies that may result in contradictions in worker involvement. whereas for administration, info sharing is an device in eliciting involvement, and hence management’s expectation of data sharing is going via an instrumental loop, for workers, info sharing is an issue of belief, and hence their expectation of knowledge 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 enticing with the instrumental loop. the writer proposes a collaborative method of organizational transformation that may aid care for 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

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For details on the organizational structure indicating the hierarchy of employee status, refer to Appendix B. The average age of employees as of September 1990 was 45. 3. ) 7/2/15 6:43 AM 34 Chapter Four to the workers and the remaining to staff. Ten unions were affiliates of the regional and national political parties. According to trade union law in India (Section 4, The Trade Unions Act, 1926), until 2001, any seven members could register for a union (which was changed in 2001, mandating support from 15 percent of the workforce).

Reports that between 1979 and 1986, the number of large sick units doubled from 345 to 689 and small sick units rose seven times from 16,805 to 1,28,687. In this context, as it happened in Brazil (Meira 2014), in India, there was a sudden spurt of CTW-type worker cooperatives. Thus, this movement was a survival attempt to escape potential unemployment. ) continues with thumbnail sketches of a few CTWs, suggesting that these takeovers should be examined from various angles such as a revival strategy, a workplace democracy experiment, and a viable alternative to capitalist economic organizing.

3. 4. 5. 29 kets. I used to stand near the snack bar and chat with workers. I frequented the local markets with Prem. Listening and conversing: I listened and sometimes conversed on the lawn, where employees spent their leisure time, two to three times a day, usually spending 15–20 minutes each time. Committee meetings and public meetings: As explained earlier. Visit to employees’ residence or quarters. I moved around in different departments, observing the involvement of different employees, their working relations, working style, style of communication, etc.

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