Change Management in the New Zealand Meat Industry: Implications for Labour Relations

Abstract

The increasing volume of research and writing on the management of change and the many prescriptions for change promulgated by various writers and practitioners is not matched by a corresponding increase in the effectiveness of change initiatives. High failure rates for new technology implementations and for other change initiatives, such as TQM, appear to point to the failure of previous research to identify the fundamental drivers of successful change management. A multi-plant case study into the elements of successful change management examined four meat plants which were introducing new technology into the chain process. The study found that the most critical factor in the relative success of change was the quality of the employment relationship prior to the change. A 'positive' prior context characterised by such factors as high trust relationships, mutual respect and high delegation was more likely to lead to a successful outcome than a 'negative' prior context characterised by such factors as autocratic management, low trust and low mutual respect. These results affirm some earlier research carried out in the 1970's and 1980's on labour relations in the New Zealand meat industry.