Abstract
What happens in a unionized setting when a participatory management system is adopted? This question is examined based on a field study of a union manufacturing facility that has been operating under a gainsharing system for four years. As suggested by the political science literature on transforming political systems from authoritarian rule to democracies, the events resemble a complicated chess game among management, union officers, and union members pursuing their self-interests or group-interests during and after the transitional process. Although gainsharing bonuses have been minimal, the democratization of organizational structures and relationships has generated multiple beneficial organizational and individual outcomes for management and union members.
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I gratefully acknowledge support from two sources: The Graduate School, University of Wisconsin-Madison and the Association for Quality and Participation and also thank Timothy L. Ross of the Ross Gainsharing Institute for his research help. An earlier version of this paper was presented at the 1993 Annual Conference of the Society for the Advancement of Socio-Economics.
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Collins, D. Self-interests and group-interests in employee involvement programs: A case study. Journal of Labor Research 16, 57–79 (1995). https://doi.org/10.1007/BF02685713
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DOI: https://doi.org/10.1007/BF02685713