Self-Managed Research and Technological Change: Towards Industrial Democracy in an Australian Public Utility

Ron Callus
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Ron Callus: University of Sydney

Economic and Industrial Democracy, 1984, vol. 5, issue 4, 469-493

Abstract: Australian trade unions have traditionally been reluctant to become involved in management-initiated worker participation schemes. While sceptical of these proposals few unions have attempted to develop alternative, more acceptable models. This paper examines, by way of a case study, how one union has formulated a policy on industrial democracy by involving rank and file members in an extensive research project. This led members of the research team to undertake a major survey of employees' attitudes, and to examine critically the existing decision-making structures within their employing organization. The project highlights the need for policies on industrial democracy to address those issues deemed important and a matter of concern to employees. Technology was found to be one such policy. The paper examines the applicability of conventional consultative arrangements, now common in many organizations, and how more appropriate structures can be devised that will ensure a more participative and effective decision-making process.

Date: 1984
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ecoind:v:5:y:1984:i:4:p:469-493

DOI: 10.1177/0143831X8454004

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