The Implementation of Production Technology: a Study of Technology Agreements.

Abstract

The implementation of new technology is a process that involves several sets of actors; management, workers, and in some cases, a union. Technology agreements are one set of mechanisms which are used to facilitate that process. Through the use of interviews and questionnaires, this study set out to describe some of the implementation processes being used to introduce new technology into manufacturing situations. Questionnaire and interview data were gathered from 25 instances of new technology implementation. In addition, four case studies were done to supplement the other findings. In brief, the major findings were as follows: (1) Although managers, engineers, and supervisors involved in technological change state that employee and union involvement in the process of change is necessary, the level of actual involvement that occurs is quite low. Each group of actors; management, employees, and the union, sees perceived costs and benefits to participation and will make its decisions based on those evaluations. (2) Technology agreements that exist between unions and employers mainly provide frameworks and guidelines for locally determined actions rather than explicitly dictating behavior. The way that technological change is approached on a plant level depends largely on the relationship that exists between the union, the management and the workers; the relationship, in turn, depends on past actions and trust. (3) The presence of a technology agreement is not sufficient to ensure automatic solutions nor does its absence mean that agreements about new technology do not exist in other forms. (4) The focus of attention in technological change is the skilled tradesman. The effects of the changes on the non-skilled worker and his potential contribution to the process are being overlooked. (5) Very little personal resistance to technological change was found. Employees frequently said that the new technologies allow the companies to become more competitive and turn out a better quality product. (6) Employees feel that they are not getting needed information in many areas. The gap between the level of information desired and that received is greatest with regard to training opportunities. In conclusion, management, unions, and workers are developing new ways of working with each other that are bound to make the process of technological change less stressful and smoother in the future. However, these new working relationships have not been fully implemented yet.