Contradictions of employee involvement in organizational change: the transformation efforts in NCJM, an Indian industrial cooperative
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BookPublication details: Lanham Lexington Books 2015Description: xx, 171 p.: ill. Includes references and indexISBN: 9781498505673Subject(s): Management - Employee participation | Producer cooperatives | Organizational change | India - Case studiesDDC classification: FP 658.406 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 expectations as well as management and union expectation of information sharing evolves. However, 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#
| Item type | Current library | Item location | Collection | Call number | Copy number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|---|---|
| Books | Vikram Sarabhai Library Faculty Publication | Non-fiction | FP 658.406 K2C6-1 (Browse shelf(Opens below)) | 1 | Available | 190145 | ||
| Books | Vikram Sarabhai Library Faculty Publication | Non-fiction | FP 658.406 K2C6-2 (Browse shelf(Opens below)) | 2 | Available | 190146 | ||
| Books | Vikram Sarabhai Library Faculty Publication | Reference | R FP 658.406 K2C6-3 (Browse shelf(Opens below)) | 3 | Not for Issue | 190147 |
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 expectations as well as management and union expectation of information sharing evolves. However, 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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