Voice and Involvement at Work: Experience with Non-Union RepresentationPaul J. Gollan, Bruce E. Kaufman, Daphne Taras, Adrian Wilkinson In the last decade, nonunion employee representation (NER) has become a much discussed topic in the fields of human resource management, employment relations, and employment/labor law. This book examines the purpose, structure, and performance of various types of employee representation bodies created by companies in non-union settings to promote collective forums for voice and involvement at the workplace. This unique volume presents the first longitudinal evidence on the performance, success, and failure of NER plans over an extended time period. Consisting of twelve detailed, in-depth case studies of actual NER plans in operation across four countries, this volume provides unparalleled evidence on such matters as: the motives behind the initial establishment of NER, different organizational forms of NER in industry, key success and failure factors over the long-term, pro and con evaluations for employers and employees, and more. Voice and Involvement at Work captures an unequalled international and comparative perspective through a wide cross-section of different NER forms. |
From inside the book
... Degree of Independence Advisory Management & Capital Issues Committees Employee Development Customer Given to Representatives Management through Preparation of Formal Positions Chairing or Service Cochairing meetings.
... meetings ( 60.1 percent ) , and the presence of a personnel or human resources department or person ( 48.1 percent ) . Committees of employ- ees ( 38.9 percent ) and employee involvement programs such as quality circles ( 35.8 percent ) ...
... meetings ) , and modest increase in non - union repre- sentative voice . Based on the latest data from the 2011 WERS , Dobbins and Dundon ( 2014 ) report that 75 percent of British workplaces have no form of employee representation ...
... meeting time and become more a conduit for communication and improving social con- ditions. Part of the reason is that both managers and employees express more comfort and sense of efficacy with personal face-to-face interaction (direct ...
... meetings on an advisement and liaison basis . Most employees expressed support in principle for the CEC and collaborative voice idea ; however , in practice the CEC proved disappointing to many because it lacked power to change ...
Contents
1 | |
PART I Australia | 43 |
PART II Britain | 125 |
PART III Canada | 195 |
PART IV United States | 293 |
Contributors | 395 |
Index | 397 |
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Voice and Involvement at Work: Experience with Non-union Representation Paul Gollan No preview available - 2015 |