Argues that organizational rules have developed over time to serve the needs of both workers and managers. Unfortunately, it is being found that rules are double-edged; they restrict both the rule maker and the potential rule breaker. It is clear that many existing workplace rules do not serve the needs of anyone involved. Discusses several reasons why rules are difficult to change and suggests ways in which to facilitate changes in workplace rules. Concludes that, in order for rules governing existing workplace practices to change, all the relevant stakeholders must expect to gain from their revision.
|Number of pages||12|
|Journal||International Journal of Operations and Production Management|
|Publication status||Published - 1 Jul 1993|