Open AccessJoint Responsibility for the Operationof the Enterprise: Workplace Reform at BHP New Zealand
Author(s) -
Roberta Hill,
Carl Davidson,
Martin Perry
Publication year - 1970
Publication title -
labour, employment and work in new zealand
Language(s) - English
Resource type - Journals
ISSN - 2463-2600
DOI - 10.26686/lew.v0i0.915
Subject(s) - joint (building) , work (physics) , business , public relations , quality (philosophy) , key (lock) , grounded theory , management , process management , sociology , political science , engineering , qualitative research , economics , computer science , civil engineering , mechanical engineering , social science , philosophy , computer security , epistemology
Ryan's (1994 )framework for understanding the essential components of workplace reform ties management notions of quality and continuous improvement- key 'drivers' in New Zealand business today- to union concerns about shared decision-making and joint responsibility between management and labour. The purpose of the present paper is to use a 'grounded theory' approach to further develop and illustrate that framework, drawing on a recent case study of workplace reform at BHP New Zealand Steel's Glenbrook plant between 1990 and 1994. Case study data on the company's Business Improvement Programme (BIP) shows what 'joint responsibility' actually means in terms of the development of business strategy and work practices built round quality on a day-to-day basis.