Abstract

This thesis examines the issues of trust, commitment and control in the workplace. More specifically, the thesis examines the role of employee involvement programs as managerial strategies to gain the trust and commitment of labour. An examination of selected managerial texts suggests that employee involvement programs benefit management and labour. Management benefits from higher productivity, improved product quality and greater profitability. Labour gains a more humane work-place, greater job autonomy, and higher job satisfaction. It has been asserted that employee involvement programs can lead to a more harmonious relationship between management and labour. This study was based upon previously published secondary data as well as interview data from managers and workers in 16 telecommunications plants. It was found that claims of the proponents of employee involvement programs have been overstated. The empirical evidence suggests the relationship between employee involvement and productivity is mixed. For labour, it appears that some workers benefit from employee involvement programs but many other workers do not. Many workers complain about work intensification, increased stress and disenchantment with managerial promises about more worker autonomy and a more humane workplace. It is concluded that there remain a number of issues that may hinder a genuine cooperative relationship between management and labour.