Positive Organizational Change by and for the Working Poor
In this chapter, we focus on positive organizational change by and for the working poor. Such change may be initiated informally by employees and/or their managers; it may be enacted through formal organizational policy or informal norms; or it may be the result of organizational reactions to larger societal forces. Regardless of its source we consider organizational change to be positive to the extent that it is both benefi cial to employees and sustainable by employers. Positive organizational change thus results in increased well-being for lower wage employees, involving workplace practice or policy that can be supported and embedded over the long term.