By George M. Kandathil
This monograph narrates the decade-long fight of staff, unions, and administration in reworking one of many greatest unwell family-owned jute companies in India, right into a sustainable worker-owned and ruled cooperative. It specializes in the adaptation within the 3 teams’ involvement within the transformation. It starts off with the workers’ struggles in taking up the company, abandoned via its proprietors, to save lots of their jobs.
The learn analyzes the tensions among the 3 teams in developing and preserving 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 end result of data sharing with employees: elevated info sharing via administration leading to reduced worker involvement. The examine explains this paradox by way of exhibiting that for employees, details has a symbolic nature and knowledge sharing is a sign in their trustworthiness within the overview of these who're aware of the knowledge. this suggests involvement is contingent upon the sensation that the knowledge that employees think of the most important is being shared with them. besides the fact that, what staff think about the most important, and therefore an emblem of belief, alterations through 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. even though, the evolution has the capability to create a mismatch among the 2 expectancies that may bring about contradictions in worker involvement. whereas for administration, info sharing is an software in eliciting involvement, and hence management’s expectation of data sharing is going via an instrumental loop, for workers, details sharing is an issue of belief, and therefore their expectation of knowledge sharing is going via an institutional trust-based loop.
To maintain excessive worker involvement, the association should 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 would support take care of the contradictions extra successfully, maintaining worker involvement within the transformation. the writer additionally discusses the results of those propositions for tutorial scholarship and organizational practices and situates them within the ongoing makes an attempt to reform business Disputes Act in India.
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Extra resources for Contradictions of Employee Involvement in Organizational Change: The Transformation Efforts in NCJM, An Indian Industrial Cooperative
This means, to survive, worker cooperatives will end up adopting the policies, structures, and forms of capitalist organizations (Cornforth 1995). Or, they will tide over the tensions between cooperativism and capitalism, retaining and regenerating a cooperative culture (Storey et al. 2014), by institutionalizing new democratic practices, norms, values, commitments, and identities, including the identities of employees (Cheney et al. 2014). Whether we accept the degeneration thesis or regeneration thesis, both theses suggest that the dynamics in the CTWs after takeover involve workers’ attempt to significantly change the existing system, irrespective of its outcome: degeneration or regeneration.
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.
He identifies the main challenge and the main lesson from the failure of the Kamani Tube experiment—for survival CTWs need a high level of self-management and worker control that rest on sustained EI. Similarly, Bhowmik (1997) explores a CTW—a cooperative tea factory—in the state of Tamil Nadu, finding that the excessive legislative control of the state bureaucracy over the functioning of the cooperative undermined the internal democratic functioning of the cooperative that had democratically elected boards of directors.