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The Recalcitrant Factory Workers

In: Organizational Misbehaviour in the Workplace

Author

Listed:
  • Jan Ch. Karlsson

Abstract

A leading plant in the world in its industry, part of a national group and having been making great profits for a long period of time, had 90 per cent of the market share when it was acquired by a gigantic US-owned group. Before the takeover, an informally negotiated, flexible work organization had evolved. Management, workers and the union had quietly reached agreement on how work was to be carried out. This meant that, in practice, the workers themselves were running most things and they were free to take great liberties; for example, bunking off during their shifts without anyone complaining. At the same time, they worked really hard when necessary. If a product was defective, they immediately corrected the fault. If a delivery date was risking an overrun, they made massive efforts to meet the deadline. But, when the workers reached the informally agreed quota, they did other things. These included playing cards, chess or darts, arranging table tennis tournaments, taking naps and going to a nearby pub.

Suggested Citation

  • Jan Ch. Karlsson, 2012. "The Recalcitrant Factory Workers," Palgrave Macmillan Books, in: Organizational Misbehaviour in the Workplace, chapter 4, pages 24-26, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-35463-0_4
    DOI: 10.1057/9780230354630_4
    as

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