Managing Employee Involvement and Participation

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SAGE, Aug 22, 1995 - 224 pages
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As issues of employee involvement and participation once more evoke considerable controversy, this textbook provides an accessible overview of the main strands, perspectives and debates in current thinking and practice. It adopts a comparative international approach, addressing developments in the United Kingdom and mainland Europe, the United States and elsewhere.

The authors identify two main strands of evolution: one driven by managerial interests in enhancing and controlling employee commitment and performance; the other deriving from employees' attempts to influence high-level organizational decision-making. In particular, they examine and analyze: the background of key concepts, issues and philosophies underpinning these different strands; the range of current employee involvement methods, from the individualistic and management-led to more regulated collective approaches; and the rationales and responses of employees, unions and employers to the various initiatives.

Throughout the book the authors evaluate the contrasting philosophies and practices in the context of the rapidly evolving organizational and economic landscapes of advanced industrialized countries. Relevant factors include declines in manufacturing industries, deregulation of labour markets, intensifying international competition and the ever-increasing globalization of enterprise.

 

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Contents

Employee Involvement and Participation in a Competitive
21
Industrial Structure Work Organization and Employee
36
Employee Involvement and Human Resource Management
51
Employee Involvement in Practice
67
Financial Involvement and Participation
96
Employee Participation in Practice
120
Rationales for and Responses to Employee Involvement
144
The Influence of Foreign Inward Investment
165
Forwards or Backwards for Employee Influence at Work?
182
References
196
Index
210
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Page 17 - Security and the other associated benefit programs that were founded or expanded in the 1930s as part of the New Deal were designed to...
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About the author (1995)

Jeff Hyman is Professor of Organisational Analysis at Glasgow Caledonian University. Paul Thompson is Professor of Human Resource Management at the University of Strathclyde. Bill Harley is Associate Professor of Human Resource Management and Organisational Studies at the University of Melbourne.

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