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Books on the topic 'Employe participation'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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1

Richardi, Reinhard, Gregor Thüsing, and Georg Annuss. Betriebsverfassungsgesetz mit Wahlordnung: Kommentar. München: Beck, 2010.

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Richardi, Reinhard, Gregor Thüsing, and Georg Annuss. Betriebsverfassungsgesetz mit Wahlordnung: Kommentar. München: C.H. Beck, 2014.

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3

Hyman, Jeff. Employee Voiceand Participation. New York : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315172880.

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4

Centre, Irish Productivity. Submission on employee participation. Dublin: Stationery Office, 1992.

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5

Knudsen, Herman. Employee participation in Europe. London: SAGE Publications, 1995.

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6

Baehr, Jerzy. Companies with employee participation. Warsaw: Friedrich Ebert Stiftung, 1993.

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7

Psēmmenos, Iordanēs. Globalisation and employee participation. Aldershot, Hants, England: Ashgate, 1997.

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8

Hadwiger, Felix. Contracting International Employee Participation. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-71099-0.

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9

Power, Susan Mary. Employee participation in decision-making. Dublin: University College Dublin, 1991.

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10

Pendleton, Andrew. Employee Ownership, Participation and Governance. London: Taylor & Francis Group Plc, 2003.

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11

Koch, Karl. Employee participation: The European experience. London: European Institute,South Bank University, 1996.

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12

1955-, Mason Bob, ed. Managing employee involvement and participation. London: Sage Publications, 1995.

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13

Fijzen, Hans A. Van. Employee participation in the European Union. Alphen aan den Rijn: Samsom BedrijfsInformatie, 1996.

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14

William, Mares, ed. Working together: Employee participation in action. New York: New York University Press, 1985.

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15

Cable, John. Some tests of employee participation indices. Coventry: University of Warwick Department of Economics, 1985.

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16

Binns, David M. Employee financial participation: An international survey. Fairfax, VA: The John M. Olin Institute for Employment Practice and Policy, 2008.

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17

Soulier, Roger. La participation. Courbevoie: Durante, 2007.

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18

Soulier, Roger. La participation. Courbevoie: Durante, 2007.

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19

Lee, Barbara W. Should employee participation be part of privatization? Washington, DC (1818 H St., NW, Washington 20433): Country Economics Dept., World Bank, 1991.

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20

Kallaste, Epp. Employee participation: Case study of Estonian companies. Tallinn: Estonian Employers' Confederation, 2005.

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21

Rodwell, John. Participative training skills. Aldershot, England: Gower, 1994.

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22

Firth, Diane. Employee development schemes: The benefits of participation for employees in small firms : a research report. [London]: Stationery Office, 1997.

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23

Zin, Razali Mat. Participation and commitment among Malaysian professionals. Bangi: Penerbit Universiti Kebangsaan Malaysia, 1998.

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24

Godfrain, Jacques. Politique sociale et participation. Monaco: Rocher, 1999.

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25

David, Richey. Getting results from employee participation: Leadership resource book. Ventura, Calif: Quality Group Pub., 1987.

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26

Cable, John. Employee participation and enterprise performance: An economic analysis. [s.l.]: typescript, 1986.

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27

Centre, Irish Productivity. Submission on employee participation from Irish Productivity Centre. Dublin: Stationery Office, 1992.

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28

Management, Institute of Personnel, ed. Employee relations. London: Institute of Personnel Management, 1993.

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29

Ji ceng gan bu guan li shi wu. Guangzhou Shi: Guangdong jing ji chu ban she, 2003.

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30

Australia. Department of Employment and Industrial Relations. Working Environment Branch. Industrial democracy and employee participation: A policy discussion paper. Canberra: Australian Govt. Pub. Service, 1986.

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31

Hogler, Raymond L. Employee participation and labor law in the American workplace. New York: Quorum Books, 1992.

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32

Almond, Philip. Direct employee participation in France and the United Kingdom. [s.l.]: typescript, 1995.

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33

Michael, Lower. Employee participation in governance: A legal and ethical analysis. New York: Cambridge University Press, 2010.

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34

Michael, Lower. Employee participation in governance: A legal and ethical analysis. New York: Cambridge University Press, 2010.

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35

Nuti, Domenico Mario. The economics of participation. Jeddah, Saudi Arabia: Islamic Research and Training Institute, Islamic Development Bank, 1995.

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36

Workers' participation in management. New Delhi, India: Discovery Pub. House, 1995.

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37

Reinhard, Richardi, Thüsing Gregor, Annuss Georg, Richardi Reinhard, and Germany, eds. Betriebsverfassungsgesetz mit Wahlordnung: Kommentar. 9th ed. München: C.H. Beck, 2004.

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38

Wilkinson, Adrian, and Tony Dundon. Direct Employee Participation. Edited by Adrian Wilkinson, Paul J. Gollan, Mick Marchington, and David Lewin. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.003.0007.

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This article defines direct participation and considers the context in which participation has changed over time. It is concerned with clarifying what is meant by different participation schemes. The article also evaluates the extent to which various practices allow workers to have a say in organizational decisions. Next, it considers the issue of management choice over employee voice and participation. The article then reviews a framework against which to evaluate employee participation, and this is followed by an explanation of the types of schemes used in practice. Furthermore, it considers the impacts on organizational performance and employee well-being that are often claimed to arise from employee participation. The article concludes by reviewing some of the current influences and policy choices in the area of direct employee participation.
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39

Marchington, Mick, and Andrew R. Timming. Participation Across Organizational Boundaries. Edited by Adrian Wilkinson, Paul J. Gollan, Mick Marchington, and David Lewin. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.003.0019.

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The recent growth of inter-organizational contracting poses a significant threat to the traditional conception of employment. Where organizational boundaries overlap, it no longer makes sense to think of the employment relationship as a contract between a single employer and an employee. This article seeks to articulate the implications of this paradigm shift from the perspective of participation in organizations. It distinguishes between direct and indirect participation as the organizing framework. The article analyses how direct and indirect participation operate across organizational boundaries at multi-employer workplaces. It offers a brief discussion of how subcontracting within multi-employer sites has blurred boundaries and disordered hierarchies within and between organizations that work together on a commercial contract at the same workplace. The article also examines direct and indirect participation in the context of these organizational forms. It ends with a brief discussion of the implications of these issues for future research.
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40

Kaarsemaker, Eric, Andrew Pendleton, and Erik Poutsma. Employee Share Ownership. Edited by Adrian Wilkinson, Paul J. Gollan, Mick Marchington, and David Lewin. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.003.0013.

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Employee share ownership involves employees acquiring shares in their employer so that they become shareholders. It takes a variety of forms, some of which may have greater significance and effects than others. The extent to which employees possess profit sharing, information, and participation rights varies considerably. This variety means that generalizations about employee share ownership have to be made with caution, as becomes evident in this article. The article provides more details of the various types of employee share ownership plans, before providing information on the incidence of employee share ownership. It examines the factors associated with the use of employee share ownership plans by companies (‘determinants’). The article also reviews the extensive literature on the effects of employee share ownership on attitudes, behaviour, and performance.
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41

Budd, John W., and Stefan Zagelmeyer. Public Policy and Employee Participation. Edited by Adrian Wilkinson, Paul J. Gollan, Mick Marchington, and David Lewin. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.003.0020.

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Employee participation is frequently seen as a private issue for organizations and their employees. Employee participation programmes can generate positive externalities with benefits for more than the corporate bottom line; similarly, the lack or repression of various forms of employee participation can cause harm through negative externalities that spillover into families, communities, and nations. When seen in this light, it becomes clear that employee participation is more than a private affair. Rather, it raises important issues for public policy through governmental regulation of the employment relationship. This article discusses the rationales for public policy interventions in the domain of employee participation and describes various policies that policymakers in Europe, the United States, and elsewhere are using or can use to promote forms of employee participation which benefit not only organizations but also workers and their families and communities.
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42

Gospel, Howard, and Andrew Pendleton. Corporate Governance and Employee Participation. Edited by Adrian Wilkinson, Paul J. Gollan, Mick Marchington, and David Lewin. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.003.0021.

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This article examines the role and extent of employee participation in the main areas of corporate governance. It becomes apparent that there are considerable differences between countries in governance institutions and practices. Many of these differences hinge on the role of employees in the governance process. The article provides an overview of the main practitioner and academic perspectives on governance, highlighting differences in the role accorded to employees. It outlines the broad national and comparative perspectives to provide some context for the subsequent discussion of more specific aspects of employee involvement. The article also identifies the main elements of corporate governance systems: the involvement of owners, the role of governing boards, information flows and transparency, the remuneration of managers, and the market for corporate control. All these are addressed with reference to the actual and potential participation of employees. In the last section, some broad conclusions are drawn.
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43

Hyman, Jeff. Employee Voice and Participation. Routledge, 2018.

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44

Psimmenos, Iordanis. Globalisation and Employee Participation. Routledge, 2018. http://dx.doi.org/10.4324/9780429455490.

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45

Employee Participation in Governance. Cambridge University Press, 2008.

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46

Wilkinson, Adrian, Paul J. Gollan, Mick Marchington, and David Lewin. Conceptualizing Employee Participation in Organizations. Edited by Adrian Wilkinson, Paul J. Gollan, Mick Marchington, and David Lewin. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.003.0001.

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The concept of employee participation is common to many different discipline areas in the social sciences. The form participation takes varies considerably depending on the discipline. On the one hand, it can relate to trade union representation through joint consultative committees and collective bargaining, to worker cooperatives or to legislation designed to provide channels for employee representatives to engage in some form of joint decision making with employers. On the other hand, it can encompass myriad mechanisms that employers introduce in order to provide information to their staff or to offer them the chance to engage in joint problem-solving groups or use their skills at work via job-enrichment programmes. This article examines the dynamics of participation, illustrating how different forms have come to prominence at different periods in recent history. It looks at how these specific practices might interact with one another.
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47

Wilkinson, Adrian, Paul J. Gollan, Mick Marchington, and David Lewin, eds. The Oxford Handbook of Participation in Organizations. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.001.0001.

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The Oxford Handbook of Participation in Organizations discusses various arguments and schools of thought about employee participation; analyses the range of forms that participation can take in practice; and examines the way in which it meets objectives that are set for it, either by employers, trade unions, individual workers, or, indeed, the state. Employee participation encompasses the range of mechanisms used to involve the workforce in decisions at all levels of the organization whether direct or indirect conducted with employees or through their representatives. In its various guises, the topic of employee participation has been a recurring theme in industrial relations and human resource management. One of the problems in trying to develop any analysis of participation is that there is potentially limited overlap between these different disciplinary traditions, and scholars from diverse traditions may know relatively little of the research that has been conducted elsewhere. This book analyses a number of the more significant disciplinary areas in greater depth. Not only is there a range of different traditions contributing to the research and literature on the subject, there is also an extremely diverse sets of practices that congregate under the banner of participation. All the authors are leading scholars from around the world, who present and discuss fundamental theories and approaches to participation in organization as well as their connection to broader political forces. These selections address the changing contexts of employee participation, different cultural/institutional models, old/new economy models, shifting social and political patterns, and the correspondence between industrial and political democracy and participation.
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48

Markey, Raymond, Nicola Balnave, and Greg Patmore. Worker Directors and Worker Ownership/Cooperatives. Edited by Adrian Wilkinson, Paul J. Gollan, Mick Marchington, and David Lewin. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.003.0010.

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Employee participation in organizational decision making at the strategic management level is manifested in two main ways: first, employee representatives sitting alongside shareholder representatives on the boards of public companies and state-owned enterprises; and second, producer cooperatives in which the workers own the organization. Producer cooperatives are also likely to have extensive employee representation on their boards. However, the two forms of participation fundamentally differ. Employee representation on the boards of public companies and state-owned enterprises constitutes employee participation as employees, in common with the other forms of participation examined here. Producer cooperatives owned by the employees constitutes participation as owners. This article separately examines these two approaches to employee participation in organizational decision making at the strategic management level. It then analyses the incidence and effectiveness of each form of participation. The article concludes with general observations about the comparative viability and basis for each form.
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49

Employee participation and workplace forums. Kenwyn: Juta, 1997.

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50

Ireland. Dept. of Labour., ed. Case studies in employee participation. [Dublin: Dept. of Labour, 1989.

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