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Abstract

This paper updates a case study published in the April, 1978 issue of this journal. The case study described a change programme in a small tyre company in Brisbane, based on three inter-related factors that appear to underpin much of what we call “Industrial Democracy”: employees participating in important decisions about group objectives, contributing to group performance in a significant way and sharing the rewards of group accomplishment.

The description covered the first seven months of that change programme, during which some remarkable changes took place in performance as a result of the initiatives of employees. Problems became apparent during that first stage and other problems have surfaced during the next twelve months. This paper discusses the nature of these problems, their possible causes, and the measures taken (or not taken) to correct them.

Keywords

CHANGE MODEL INDUSTRIAL DEMOCRACY SMALL FIRM

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Project 3P-12 Months Later

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