Alienation
In this paper, I will discuss Karl Marx's and Robert Blauner's theories of alienation. I will also address the impacts on workers and the value of the product of the worker's labours. I will then compare Marx's four aspects of alienated labour and Blauner's thoughts of how a worker experiences alienation, to my own work experience at the Kisko factory. Lastly, I will recommend some strategic plans that Kisko could use, to reduce their problems of alienated labour. Marx's early writings commented, " The product- the purpose for which it is created, how it is disposed of, its content, quality, and quantity-is not determined by those whose labour is responsible for its manufacture." My experience as a Kisko assembly line worker made me feel entirely disconnected from the product that I was producing. My work was a miniscule part of the total product. I had no control over what was produced, or what it was sold for. The wage that I received of $8.00 an hour was not even enough to purchase a box of freezies. In addition, I was not involved in deciding the quantity and quality of the product that I was producing. The owner of the Kisko factory determined all the content, the disposal, and purpose of the product. Even when
The owner wanted to make sure that nothing would go wrong while he was gone. Since many employees at Kisko felt that their specialization in tasks led to job alienation, management attempted to fix this problem by introducing job enlargement. This strategic plan would increase the production of lazy and unsatisfied workers. Management could further make employees feel less alienated by being friendlier to them. Piecework is another strategic plan that could be introduced at Kisko. Seniority was another key characteristic that I was lacking. Marx also assumes work brings out and reflects distinctive human attributes, being those that differentiate humans from all other species. I can recall an incident when the owner of Kisko's closed the factory because he was planning on going away for the weekend. Management could also increase a worker's pride by having an employee of the month. In many aspects, Kisko lacked the development of a working community. Whoever was selected as employee of the month would have his or her picture posted in the lunchroom so everyone could see it. I was primarily working with a machine that sealed cardboard boxes with freezies in them. Due to Kisko's strong centralized decision-making procedures, and its clear hierarchy of authority, I was left powerless. All the employees that packaged freezies were considered to be the "rookies" of the company. At Kisko I felt isolated because hierarchal authority lines effectively positioned me against other assembly line workers.
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