Robot Repercussion

Scenario: Industrial robots offer the potential to improve manufacturing performance and to decrease manufacturing employment. Accordingly, labor unions desire to bargain decisions on the use of robotic technology, on advance notice, on retraining for displaced workers, and for spread-the-work programs which are all related to traditional management rights. Incident: Manley Principal, Vice President of industrial relations for Manley Manufacturing, Inc., sat in his office reviewing the list of benefits the company expected to realize from increasing its use of industrial robots. In a few minutes he would walk down to the labormanagement conference room for a meeting with Kenny stoppum, president of the labor union local representing most of the company's industrial employees. The purpose of this meeting would be to informally exchange views and positions preliminary to the opening of formal contract negotiations later in the month which would focus on the use of computer-integrated robotic systems and the resulting impact on employment, workers, and jobs. Both Principal and Stoppum had access to similar information flows relevant to industrial robots, including the following. Unlike single-task machines, installed in earlier stages of automation, robots can be programmed (re-tooled)to do one job and then reprogrammed to do another one in record time. The pioneering generation of robots is mainly programmed to load machines, weld, forge, spray paint, handle materials, and inspect auto bodies. The latest generation of robots includes vision-controlled robots which enable the machines to approximate the human ability to recognize and size up objects, using laser-beam patterns recorded by television cameras and manipulates the images relayed by the camera in a "smart" or artificially intelligent way. Experts concluded that the impact of robot installation on employment would be profound, although the extent of the worker replacement was not clear. The conclusion was inescapable that robot usage had the capacity to increase manufacturing performance and to decrease manufacturing employment. Principal walked down to the conference room. Finding Stoppum already there, and after exchanging appropriate greetings, Principal stated the company's position regarding installations of industrial robots. "The company needs the cooperation of the union and our workers. We don't wish to be perceived as callously exchanging human workers for robots." Principal then listed the major advantages associated with robots: (1) improved quality of product due to the accuracy of robots; (2) reduced operating costs, as the perhour operational cost of robots was about one third of the per-hour cost of wages and benefits paid to an average employee; (3) reliability improvements, as robots work tirelessly and don't require behavioral support; (4) greater manufacturing flexibility since robots are readily reprogrammable for different jobs. Principal concluded that these robot

advantages would make the company more competitive, which would allow the company to grow and increase its work force. Stoppum's response was direct and strong. "We aren't' Luddites racing around ruining machines. We know it's necessary to increase productivity and that robotic technology is here. But we can't give the company a blank check. We need safeguards and protection." Stoppum continued, "we intend to bargain for the following contract provisions: (1) establishment of labor-management committees to negotiate in advance about the labor impact of robotic technology and , of equal importance, to have a voice in deciding how and whether it should be used; (2) retraining rights for workers displaced, to include retraining for new positions in the plant, the community, or other company plants; (4) work to be spread among workers by use of a four-day work week aor other acceptable plan as an alternative to reducing the work force." Stoppum's final sentence summed up the union's position "We in the union believe that the company is giving our jobs to robots in order to reduce the labor force." Their meeting ended amiably, but Principal and Stoppum each knew that much hard bargaining lay ahead. As Principal returned to his office, the two opposing positions were obvious. On his yellow tablet, Principal listed the requirements as he saw them; (1) a clearly stated overall policy was needed to guide negotiation decisions and actions; (2) it was critical to decide on a company position regarding each of the union's announced demands and concern; (3) an implementation plan must be developed. As Principal considered these challenges, he idly contemplated a robot possessing artificial intelligence and vision capability that could help him in this work. Immediately a danger alarm sounded in his mind. A robot so constructed might be more than helpful and might take over this and other important aspects of his job. Slightly chagrined, Principal returned to his task, needing help- but not from any "smart" robot. Assignment: Analyze the incident from a motivational theory standpoint. As personnel specialists, develop a strategy to motivate the workers to buy into the robot implementation plan. Principal, not being wise to Organizational principles of motivation, did not anticipate the problem he helped create. However you, as a clever personnel specialist, can help get Stoppum to convince his members to accept the plan. You are asked by Principal to use your knowledge of motivational theory to solve this difficult problem. You should consider the various theories such as: need, equity, expectancy, goal setting and intrinsic motivation. Which one(s) should be incorporated in your plan to help get agreement between management and labor? What concessions would labor and management each have to make to accommodate your plan? Hence, your task is: 1. Develop a strategy to solve the problem 2. Be sure you utilize a(n) motivational theories 3. Suggest how the theory(s) can be implemented to convince labor to cooperate 4. Provide evidence to support why your proposal will work