Filipino L-M Cooperation and Quality Practice


Gatchalian, Miflora M.; Gatchalian, Jose C.   (1989, ASQC)   Quality Consultants International, Inc., Phil. Center for Economic Dev., Diliman, Quezon City, Philippines; School of Labor and Industrial Relations, University of the Philippines, Diliman, Quezon City, Philippines

Annual Quality Congress, Toronto, Ontario, Canada    Vol. 43    No. 0
QICID: 3606    May 1989    pp. 470-475
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Article Abstract

Labor-Management (L-M) Cooperation schemes started to spread significantly in the Philippines in the seventies. Acceptance of LMC ideas gained momentum especially after the 1986 Constitutional Convention. The LMC and other participatory approaches adapted to Filipino culture, was earlier pioneered by University professors led by Jose C. Gatchalian, then Dean of the U.P. Institute of Industrial Relations. The concept was later provided basis in the newly ratified Filipino constitution.

Although there has been much interest in LMC, there is a dearth of concrete information about its effectiveness in the promotion of industrial harmony and quality. It is believed that LMC can provide the atmosphere of cooperation and the environment for quality and productivity improvement. An on-going survey of selected Philippine manufacturing companies may provide support to this belief. The survey has for its major objectives, the following; (a) to measure industrial harmony in companies with or without LMC and with or without unions; (b) through case studies of companies with LMC, determine the congruence of corporate culture and the environment within which they operate; (c) to analyze LMC and quality practice. Only outputs in support of the last objective will be presented in this paper.

The study involves a survey of respondents from 18 selected manufacturing companies with at least 100 employees and case studies on four of them. A total of 600 or more respondents will be drawn through a combination of stratified and systematic random sampling. Composition of respondents include top management, supervisors and operators. Using a complete block design, companies were grouped as follows: (a) those with LMC and with union; (b) with LMC, without union; (c) without LMC, with union; (d) without union, without LMC.

The survey should be completed by end of June, 1988. Based on partial returns (30%), the following trends were observed: (a) large companies with LMC, with or without union tended to have successful cooperation and quality practice; (b) top management appear to know quality terms but are not fully aware of their usage; (c) supervisors and operators do not necessarily understand quality in similar manner; and (d) the greater the extent of labor-management cooperation, the higher the level of quality practice. These are preliminary conclusions that await the time when returns are completed.



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