Appropriating Workers' Knowledge: Quality Control Circles at a General Motors Plant
In: Studies in political economy: SPE ; a socialist review, Band 14, S. 75-97
ISSN: 0707-8552
A case study of a quality control circle (QCC) at the General Motors Diesel plant in London, Ontario, probing the objectives of management, the role of the union, & workers' attitudes. Data were gathered through company materials, informal discussions with nonparticipating workers, & in-depth interviews with participants, local union officers (N not given) & a manager. The company claimed the program would make work more satisfying, improve worker-management relations, provide better working conditions, & save jobs. The local union's support for the program was based less on the conviction that participation would deliver on these promises than on the absence of compelling objections to it. The most important reason workers gave for joining the program was the belief that participation would allow them to use knowledge that was ignored by managers & engineers & that, if put into practice, would make work easier & less wasteful, & improve product quality. The value to the company of QCCs arises not just from the economic returns of shop floor suggestions but also from their integrative potential. The program's failure to enlist widespread workers' support (involvement was voluntary) & to achieve its objectives is explained. The local union finally withdrew its support for the program, arguing that management's actions on a range of issues belied the cooperative attitude supposedly underlying participation. Modified AA.