Project 3P — An Experiment in Industrial Democracy in a Small Firm

S. V. Volard
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S. V. Volard: Department of Management, University of Queensland. I am greatly indebted to Lex Donaldson for comments on two earlier drafts, and I am particularly grateful to the managing owner for his unswerving faith in, and support for, “Project 3P†.

Australian Journal of Management, 1978, vol. 3, issue 1, 91-111

Abstract: This case study deals with the introduction of a form of Industrial Democracy in a small tyre company located in Brisbane. It describes the four stages of the change program – the managing-owner's acceptance of the implications of the changes; the involvement of the employees; the immediate on-the-job results; and the first seven month settling-down period. Project 3P (for Profit, Protection and Productivity) has been remarkably successful in mobilizing the human resources of that company to achieve its objectives, and might serve as a model of change for other organizations.

Keywords: CHANGE MODEL; INDUSTRIAL DEMOCRACY; SMALL FIRM (search for similar items in EconPapers)
Date: 1978
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:3:y:1978:i:1:p:91-111

DOI: 10.1177/031289627800300107

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