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

I felt a defective product was produced, it was up to my manager to decide whether it should be discarded. At the Kisko factory, I was obliged to surrender my power over the freezies because I had agreed to a wage contract. The main objective of Kisko's owner was to generate profits, increase productivity, and expand capital.

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. Job enlargement would allow employees to gain knowledge in all aspects of the product. Employees would be more familiar with the production process and they would better understand the purpose of the product. Since Kisko workers have no control over what is produced, this would enable them to set up a strategic plan where employees could suggest the innovation of new products, prices for existing products, and different raw materials to enhance an existing product. Piecework is another strategic plan that could be introduced at Kisko. Employees complaining about their minimal wages, could be motivated by offering them a set price per piece of each product they finished. This strategic plan would increase the production of lazy and unsatisfied workers. If management decided to employ some of these strategic plans, they could reduce the impacts of alienated labour.

The reason I choose to work at Kisko is because I needed money to pay for my tuition. I only worked at Kisko for my physical survival not for my self-development. My job as a freezie packager did not help me gain any useful experience because the work did not relate to my field of studies. At Kisko I was alienated from my own humanity. There were approximately fifty other employees that knew all the tasks I knew. Seniority was another key characteristic that I was lacking. I did not have any advantages over any employees'; and I was at the bottom of the Kisko hierarchy. If I decided to quit my job at Kisko, no one would even care or notice because there was little employee interaction.

Marx believes work should manifest workers unique qualities as human beings. Marx also assumes work brings out and reflects distinctive human attributes, being those that differentiate humans from all other species.

In Robert Blauner's writings, he discusses how a person experiences alienation at work in the form of powerlessness. Due to Kisko's strong centralized decision-making procedures, and its clear hierarchy of authority, I was left powerless. Lower employees like myself were not allowed to make any real decisions, we were all just considered another piece of capital.

As the employees give up their contribution to their work, they begin to lose importance to the work, and the job becomes superior to the employee. As this happens, the owner of the company or organization accumulates more wealth and a competitive advantage, and gains more power over their subordinates. Marx furth

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Approximate Word count = 2003
Approximate Pages = 8 (250 words per page double spaced)