Workers' Participation and Self-Management in Developing Countries by Janez Prašnikar

Author:Janez Prašnikar [Prašnikar, Janez]
Language: eng
Format: epub
Tags: International Relations, Political Science, General
ISBN: 9781000004175
Google: xmEPEAAAQBAJ
Goodreads: 52330001
Publisher: Routledge
Published: 2019-04-25T00:00:00+00:00

The reports from the enterprises show that the participation in any of the enterprises is not as developed as was expected.

In public enterprises, important decisions are made in bodies where the workers are not represented, such as the board of directors and top management. The bodies of the workers’ participation were either working poorly, as in COMIBOL, or they did not possess the formal power to make key decisions as in BHEL, Sri Lanka Port Authority, National Bank of Commerce, ROP Limited and Sonacob. Only in two public enterprises, the Malta Drydocks and the Urafiki Textile Mill Ltd., was there evidence that workers and their bodies had some kind of impact on decision-making in key business decisions.

Among the cooperatives, there are examples of very successful workers’ self management, as in Cruz Azul and Deeder Cooperative Society. However, there are also examples where the workers did not become considerably involved in decision making despite formal opportunities for workers’ self-management such as in Coope Silencio, Grameen Bank, Contex.

Under these circumstances, Yugoslav enterprises had the most developed formal framework for participation of workers among all other enterprises in the sample.16 Thus, one would expect real participation of workers in decision-making to be most developed in Yugoslavia. This conclusion is based on reports about the distribution of power in decision-making in the Brewery Union and Alumina. However, these studies reported also some important dissatisfaction. It was directly related to the involvement of workers in the processes of decision-making, as in Alumina, and the tendency for more direct decision-making of workers on the workers’ assembly, as in the Brewery Union.

Thus, one can conclude that the model of self-managed decision-making of workers which was developed at the beginning of the chapter cannot be supported by the findings in practice. Workers, who are the source of ultimate decision-making in this model, do not have such power in the decision-making process of the enterprise and thus, none of the enterprises under study can be defined as real self-managed enterprise. To address this question, further investigation into the ways which workers participate in decision making in selected enterprises and of the object of their decision making will continue in the next chapter.

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