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Contradictions of employee involvement in organizational change: the transformation efforts in NCJM, an Indian industrial cooperative

By: Kandathil, George M.
Publisher: Lanham Lexington Books 2015Description: xx, 171 p.ISBN: 9781498505673.Subject(s): Management - Employee participation - India - Case studies | Producer cooperatives - India - Case studies | Organizational change - India - Case studiesDDC classification: 658.4​06 Summary: The study analyzes the tensions between the three groups in creating and maintaining democratic governance that would sustain the initial leap in employee participation in the transformation. The analysis reveals contradictions at multiple levels, starting with the unexpected outcome of information sharing with workers: increased information sharing by management resulting in decreased employee involvement. The study explains this paradox by showing that for workers, information has a symbolic nature and information sharing is a signal of their trustworthiness in the assessment of those who are privy to the information. This means involvement is contingent upon the feeling that the information that workers consider crucial is being shared with them. However, what workers consider crucial, and thus a symbol of trust, changes over time as the nature and breadth of their involvement evolves. Thus, worker expectation as well as management and union expectation of information sharing evolves. However, the evolution has the potential to create a mismatch between the two expectations that might lead to contradictions in employee involvement. While for management, information sharing is an instrument in eliciting involvement, and thus management’s expectation of information sharing goes through an instrumental loop, for employees, information sharing is a matter of trust, and thus their expectation of information sharing goes through an institutional trust-based loop. (https://rowman.com/ISBN/9781498505673/Contradictions-of-Employee-Involvement-in-Organizational-Change-The-Transformation-Efforts-in-NCJM-An-Indian-Industrial-Cooperative#)
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Books Vikram Sarabhai Library
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Non-fiction FP 658.4​06 K2C6-1 (Browse shelf) 1 Checked out to Ayushi Tandon (6215004) 27/02/2019 190146
Books Vikram Sarabhai Library
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Non-fiction FP 658.4​06 K2C6-2 (Browse shelf) 2 Available 190145
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Table of contents:

1. A Researcher's Odyssey
2. The Riddle of Employee Involvement in Organizational Transformation
3. The Research Process
4. A Panoramic View of the Transformation Efforts in NCJM
5. Unpacking the Rubrics of Employee Involvement in the Transformation
6. The Tangled Tapestry of Information Sharing and Worker Expectation
7. Looking Backward, Looking Forward

The study analyzes the tensions between the three groups in creating and maintaining democratic governance that would sustain the initial leap in employee participation in the transformation. The analysis reveals contradictions at multiple levels, starting with the unexpected outcome of information sharing with workers: increased information sharing by management resulting in decreased employee involvement. The study explains this paradox by showing that for workers, information has a symbolic nature and information sharing is a signal of their trustworthiness in the assessment of those who are privy to the information. This means involvement is contingent upon the feeling that the information that workers consider crucial is being shared with them. However, what workers consider crucial, and thus a symbol of trust, changes over time as the nature and breadth of their involvement evolves. Thus, worker expectation as well as management and union expectation of information sharing evolves. However, the evolution has the potential to create a mismatch between the two expectations that might lead to contradictions in employee involvement. While for management, information sharing is an instrument in eliciting involvement, and thus management’s expectation of information sharing goes through an instrumental loop, for employees, information sharing is a matter of trust, and thus their expectation of information sharing goes through an institutional trust-based loop.

(https://rowman.com/ISBN/9781498505673/Contradictions-of-Employee-Involvement-in-Organizational-Change-The-Transformation-Efforts-in-NCJM-An-Indian-Industrial-Cooperative#)

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