 The Recalcitrant Factory WorkersJan Ch. Karlsson Chapter 4 in Organizational Misbehaviour in the Workplace, 2012, pp 24-26 from Palgrave Macmillan Abstract: Abstract A leading plant in the world in its industry, part of a national group and having been making great profits for a long period of time, had 90 per cent of the market share when it was acquired by a gigantic US-owned group. Before the takeover, an informally negotiated, flexible work organization had evolved. Management, workers and the union had quietly reached agreement on how work was to be carried out. This meant that, in practice, the workers themselves were running most things and they were free to take great liberties; for example, bunking off during their shifts without anyone complaining. At the same time, they worked really hard when necessary. If a product was defective, they immediately corrected the fault. If a delivery date was risking an overrun, they made massive efforts to meet the deadline. But, when the workers reached the informally agreed quota, they did other things. These included playing cards, chess or darts, arranging table tennis tournaments, taking naps and going to a nearby pub. Keywords: Market Share; Human Resource Management; Senior Manager; Night Shift; Work Organization (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-35463-0_4 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.