The contribution of workplace democracy to organizational change

Although there has been considerable research on organizational change, there is need to further investigate direct connection between the deployment of workplace democracy and the ability to achieve specific organizational goals. Workplace democracy can have special importance for organizations trying to determine if organizational change initiatives are appropriate and workable. The purpose of this research was to identify organizational and social factors as elements of workplace democracy that may have contributed to the successful implementation of organizational change to achieve improvements in health and safety that ultimately led to its Voluntary Protection Program (VPP) certification at the case study organization. The theoretical model created for this study helped to examine how external and internal environmental conditions may have encouraged or inhibited behaviors related to workplace democracy at various organizational levels making the VPP certification a reality. The model is grounded in the theories of Bennis and Slater related to worker participation, managing conflict, and change; Maslow's theory of human needs satisfaction; and Drucker's work concerning participative management in the 21st century workplace. The methodology for this research was a triangulated post hoc case study that included a questionnaire, selected interviews, and archival documents. The sample was approximately 15--20% of the population of those actually involved in the VPP certification case study. It consisted of male and female respondents, management/supervisory personnel, and workers including union and nonunion employees. Archival data were taken from the records of National Safety Council (NSC), the U.S. Department of Labor (DOL), the U.S. Department of Energy (DOE), and the case study company document. The analysis confirmed that workplace democracy was indeed operating during the successful program intervention and VPP certification. Further confirmation of this condition is provided by the fact that prior certification attempts that did not involved employees had failed. While the idea of workplace democracy has been touted for years, it is often overlooked as a part of organizational development interventions. This research strongly suggests that worker involvement may be a necessary component for successful organizational management and development. While not delving into new territory, this case study provides a missing link in research on organizational change, and workplace democracy. From a positive social change perspective, these findings should encourage organizational leadership to consider workplace democratic initiatives as an effective method to achieve key organizational improvements.