Giving Knowledge Workers a Voice through Joint Consultative Councils. (December 2016)

• Record Type: Journal Article
• Authors: Adikaram, Arosha S.
• Is Part Of: South Asian journal of human resources management. Volume 3:Number 2(2016:Dec.)
• Page Start: 154
• Page End: 172
• Publication Date: 2016-12
• Subjects: Employee voice -- Joint Consultative Councils -- joint decision making -- trust; Personnel management -- South Asia -- Periodicals; 658.300954
• DOI: 10.1177/2322093716642884
• Languages: English
• ISSNs: 2322-0937

Abstract

This case study aims to outline and explore the implementation of a Joint Consultative Council (JCC) and the related outcomes, challenges and issues faced by an information technology (IT) company in Sri Lanka. Implementation of JCC in the company as a form of employee voice was a result of a planned intervention of the new Human Resources (HR) team of the company, with the intentions of increasing employee involvement, commitment, employee relations and most importantly, communication. At the initial sessions of the council 'tea, towels and toilets' issues were mainly discussed and an apparent gulf between the management and the employee representatives was apparent. While the council has given some form of voice to employees, it was clearly a 'voice without muscle', devoid of any significant joint decision making. After recouping the process to enhance joint decision-making and communication, the proceeding JCC regained the trust and enthusiasm of employees and management. There is a possibility of continuation and subsequent institutionalization of the JCC in the company. However, the process needs more time to establish itself effectively in the company with increased trust between parties. This case study provides practical insights into the creation of a JCC as a form of Non-union Employee Representation (NER) for knowledge workers, addressing a lacuna in knowledge on the practical implementation of JCC, as well as the practice of JCCs among different categories of workers such as knowledge workers. Insights drawn from the case can be used as learning points in creating successful JCCs in organizations.