Joint Responsibility for the Operationof the Enterprise: Workplace Reform at BHP New Zealand

Authors

  • Roberta Hill Lincoln University, Canterbury
  • Carl Davidson Massey University Auckland
  • Martin Perry National University of Singapore

DOI:

https://doi.org/10.26686/lew.v0i0.915

Abstract

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.

Downloads

Download data is not yet available.

Author Biographies

Roberta Hill, Lincoln University, Canterbury

Director of the Centre for Research on Work, Education and Business (WEB)

Carl Davidson, Massey University Auckland

Lecturer in the Social Sciences Department

Martin Perry, National University of Singapore

Senior Lecturer in the Department of Geography

Downloads

Published

1994-11-13

Issue

1994: Labour, Employment and Work in New Zealand

Section

Articles

License

Copyright belongs to the editor and contributors.

This book is copyright. Apart from any fair dealing for the purpose of private study, research as permitted under the Copyright Act 1994, no part may be reproduced by any process without the permission of either the Victoria University Industrial Relations Centre or the School of Geography, Environment and Earth Sciences.