Working at the coalface: being a miner in times of change
Patrick Dawson
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Abstract
A case study analysis of the introduction of a new system for appraising worker performance in an Australian coal mine is used to explore the related concepts of identity and culture that are central to explaining individual and group behaviour in organizational context (Irrmann, 2002: 164). The change initiative was initiated by management following a search and evaluation of the general business environment to see what other organizations were doing to improve their operations. There was no prior consultation with employees, nor were any attempts made to involve mine workers before implementing what management described as a more ‘scientific’ and ‘transparent’ system of employee performance management. As it turned out, this change disrupted operations, introduced new procedures that were scorned and fiercely resisted by miners, and served to increase levels of discontent and hostility among employees. One of the major threats that this new initiative posed for employees centred o...
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