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Project 3P — An Experiment in Industrial Democracy in a Small Firm

Author

Listed:
  • S. V. Volard

    (Department of Management, University of Queensland. I am greatly indebted to Lex Donaldson for comments on two earlier drafts, and I am particularly grateful to the managing owner for his unswerving faith in, and support for, “Project 3P†.)

Abstract

This case study deals with the introduction of a form of Industrial Democracy in a small tyre company located in Brisbane. It describes the four stages of the change program – the managing-owner's acceptance of the implications of the changes; the involvement of the employees; the immediate on-the-job results; and the first seven month settling-down period. Project 3P (for Profit, Protection and Productivity) has been remarkably successful in mobilizing the human resources of that company to achieve its objectives, and might serve as a model of change for other organizations.

Suggested Citation

  • S. V. Volard, 1978. "Project 3P — An Experiment in Industrial Democracy in a Small Firm," Australian Journal of Management, Australian School of Business, vol. 3(1), pages 91-111, April.
    • Handle: RePEc:sae:ausman:v:3:y:1978:i:1:p:91-111
    DOI: 10.1177/031289627800300107
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