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In 1976 a large forest industry company operating in the remote northern interior of British Columbia started an action research program to explore and implement solutions to problems of organisation design and manpower development. The work, begun initially in response to presenting problems of manpower recruitment and retention, developed into a program with the objective of improving jointly productivity and the quality of work-life. The action research approach involved people on the job in an on-going process of research, action and evaluation. This paper examines some of the problems the organisation faced and the attempts made to overcome them; it also presents a case study which reviews and evaluates the ways in which the workforce can become part of the management process (through increased responsibility in the design of work, in setting objectives and in clarifying goals like performance). |
