지원사업
학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
커뮤니티
연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
초록· 키워드
오류제보하기
DMC(Daewoo Motor Corporation) began to launch desperate attempts to
rescue itself when its joint ownership with GM came to an end after having accumulated deficits over years. One of the most significant attempts was the NAC movement which started in 1992. Although NAC was dedared as a manageral innovation movement, it didn't go beyond production rationalization, i.e., rationalization in technological system and work organization, While the result of a production rationalization attempt largely depends on workers' attitudes and cooperation, NAC fell short of garnering workers' active support and participation and thus ended up with a failure. It is the aim of this study to explain why workers felt unhappy with NAC while they share the sense of crisis with other members of the company.
Owing to the meagre investment in technology and production facilities as well as passive provision of training and education opportunities in the
process of NAC, a limit was placed to the progress in productivity enhance-ment through production rationalization. NAC as production rationalizationaimed to eliminate various types of production losses and improve product quality, and its most significant consequence was productivity enhancement through the intensification of labor intensity. Contrary to workers' expectation, epochal managerial innovation and bold investment in technology did nor foHow while workers were put under the process of ever-increasing labor intensity. The workers were quite disappointed with the lack of corresponding efforts on the part of the DMC management, so that they came to condude that the crisis of DMC was attributable to the "failure of management". For the workers, the unidirectional, incessant demand for workers' sacrifice ran counter to workers' sense of "relative fairness". As a consequence, the workers became increasingly discontented with NAC while they shared the sens of crisis regarding DMC's future survival, showing
ambivalence.
rescue itself when its joint ownership with GM came to an end after having accumulated deficits over years. One of the most significant attempts was the NAC movement which started in 1992. Although NAC was dedared as a manageral innovation movement, it didn't go beyond production rationalization, i.e., rationalization in technological system and work organization, While the result of a production rationalization attempt largely depends on workers' attitudes and cooperation, NAC fell short of garnering workers' active support and participation and thus ended up with a failure. It is the aim of this study to explain why workers felt unhappy with NAC while they share the sense of crisis with other members of the company.
Owing to the meagre investment in technology and production facilities as well as passive provision of training and education opportunities in the
process of NAC, a limit was placed to the progress in productivity enhance-ment through production rationalization. NAC as production rationalizationaimed to eliminate various types of production losses and improve product quality, and its most significant consequence was productivity enhancement through the intensification of labor intensity. Contrary to workers' expectation, epochal managerial innovation and bold investment in technology did nor foHow while workers were put under the process of ever-increasing labor intensity. The workers were quite disappointed with the lack of corresponding efforts on the part of the DMC management, so that they came to condude that the crisis of DMC was attributable to the "failure of management". For the workers, the unidirectional, incessant demand for workers' sacrifice ran counter to workers' sense of "relative fairness". As a consequence, the workers became increasingly discontented with NAC while they shared the sens of crisis regarding DMC's future survival, showing
ambivalence.
목차
1. 머리말
2. 기술체계 합리화
3. 작업 조직 합리화: 품질 관리와 숙련 형성
4. NAC운동의 효과와 노동자 평가의 양면성
5. 맺음말: 노동자 양면성과 상대적 공정성 결여
Abstract
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