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首页> 外文会议>37th Annual Conference of the Ergonomics Society of Australia Inc., Nov 27-30, 2001, Sydney, NSW >What Workers Did: Lost Leaders in Organisational Change
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What Workers Did: Lost Leaders in Organisational Change

机译：工人做了什么：失去组织变革的领导者

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摘要

Australian Robens-style OHS legislation requires that management assess the possible OHS consequences of organisational change and it encourages a collaborative approach to problem-solving between management, workers and their representatives to make the working environment healthy and safe. Ensuring that collaboration is effective and that workers and management are able to resolve workplace difficulties is therefore a focus of activity for many organisations. Organisational theory presents organisational change as being led by powerful, transformational leaders and change agents at senior management level. However, organisational change does not necessarily emanate from senior management, nor is it necessarily controlled or even guided by them. The role of shop-floor workers as change agents is critical in organisational change, but rarely recognised; they are the lost leaders of organisational change. Shop-floor workers are significant people in any organisation but they have little or no positional power, and they may have limited autonomy and job control. Nonetheless, in certain circumstances they can be a powerful influence for change towards improved working environments, this is particularly so when their boundaries of power and autonomy are allowed to increase. This paper reports on a three-year, longitudinal, processual action research study into the role of worker-level change agents in the generation and implementation of organisational change. Drawing on the literature, it concludes that healthier workplaces can be the outcome when management recognises the value of worker-level change agents and when workers and management collaboratively manage the internal political environment of organisations.
机译：澳大利亚罗本斯式的OHS立法要求管理层评估组织变革可能对OHS造成的后果，并鼓励管理层，工人及其代表之间采取协作性方法来解决问题，以使工作环境健康安全。因此，确保协作有效并且工人和管理人员能够解决工作场所的困难是许多组织的工作重点。组织理论将组织变革呈现为由强大，变革型的领导者和高层管理者的变革推动者领导的组织变革。但是，组织变革不一定来自高级管理层，也不一定是由他们控制甚至指导的。车间工人作为变革推动者的角色对于组织变革至关重要，但鲜为人知；他们是失去组织变革的领导者。车间工人是任何组织中的重要人物，但他们几乎没有或完全没有职位权，他们的自主权和工作控制能力也很有限。但是，在某些情况下，它们可以成为朝着改善工作环境的方向变化的强大影响力，尤其是当允许他们扩大权力和自治范围时，尤其如此。本文报告了一项为期三年的纵向过程行动研究，研究了员工级变革推动者在组织变革的产生和实施中的作用。根据文献得出的结论是，当管理层认识到工人级变革推动者的价值并且工人与管理层共同管理组织的内部政治环境时，可以产生更健康的工作场所。

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