Product details

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Published by: Harvard Business Publishing
Originally published in: 1992
Version: 23 November 1992
Length: 18 pages
Data source: Field research

Abstract

PPG has built a state-of-the-art glass plant in Berea, Kentucky. The plant is pursuing the goal of a 'self-directed workforce'. The case describes the progress to date and the unresolved issues faced by management. These include questions about shift rotation, promotion opportunities, employee evaluation and supervision, the role of employees in policy setting, and whether or not to introduce a system of peer review. Explores the process of creating a self-directed workforce, the underlying theoretical model, and the difficulties and tensions inherent in that approach.
Location:
Size:
100 employees
Other setting(s):
1991

About

Abstract

PPG has built a state-of-the-art glass plant in Berea, Kentucky. The plant is pursuing the goal of a 'self-directed workforce'. The case describes the progress to date and the unresolved issues faced by management. These include questions about shift rotation, promotion opportunities, employee evaluation and supervision, the role of employees in policy setting, and whether or not to introduce a system of peer review. Explores the process of creating a self-directed workforce, the underlying theoretical model, and the difficulties and tensions inherent in that approach.

Settings

Location:
Size:
100 employees
Other setting(s):
1991

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