This article analyzes the collective identification processes of workers inserted in an industrial organization adopting participative strategies of management. The research is a qualitative study using an empirical methodology. Results demonstrate the existence of two different workers' profiles: one old and another new. Workers with an old profile perform their tasks in an old fashioned way and do not have professional growth perspectives. They are devalued by their superiors and face an imminent risk of exclusion. Those with new profile are younger workers, more valued by their managers. They have a better education, initiative, ability to execute a variety of tasks and expectations of professional progress. These results reveal the presence of an exclusion/inclusion dialectic within the industrial organization.
Identification; work; dialectic; exclusion; inclusion