Journal articles: 'Industrial management – Employee participation – Zimbabwe'

1

Lansbury, Russell D. "Book Reviews : Employee Participation in Europe." Journal of Industrial Relations 39, no. 1 (March 1997): 157–58. http://dx.doi.org/10.1177/002218569703900108.

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Pendleton, Andrew, John McDonald, and Andrew Robinson. "The Impact of Employee Share Ownership Plans On Employee Participation and Industrial Democracy." Human Resource Management Journal 5, no. 4 (June 1995): 44–60. http://dx.doi.org/10.1111/j.1748-8583.1995.tb00382.x.

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Markey, Raymond, and Keith Townsend. "Contemporary trends in employee involvement and participation." Journal of Industrial Relations 55, no. 4 (July 23, 2013): 475–87. http://dx.doi.org/10.1177/0022185613489389.

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Markey, Raymond. "Non-Union Employee Representation in Australia." Journal of Industrial Relations 49, no. 2 (April 2007): 187–209. http://dx.doi.org/10.1177/0022185607074918.

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Non-union representative employee participation recently has attracted increasing international attention in employment relations due to the growing representation gap in many countries as union membership declines, and mounting evidence of the benefits of representative employee participation for enterprise flexibility and efficiency. However, relatively little is known about Australian experiments in employee participation, although it is essential to learn from Australian experience in order to develop effective public policy. This case study represents a contribution to this larger project. SMEC is a non-union employee representative body that has adopted a European works council organizational model. The case study evaluates SMEC's effectiveness as a non-union form of representative employee participation. It concludes that the opportunities for the formation of genuinely independent works council style organs of employee participation remain severely constrained by the current Australian regulatory environment, which tends to encourage a union substitution role.

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Delbridge, Rick, and Keith Whitfield. "Employee Perceptions of Job Influence and Organizational Participation Employee Perceptions." Industrial Relations 40, no. 3 (July 2001): 472–89. http://dx.doi.org/10.1111/0019-8676.00220.

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Nikola Balnave and Raymond Markey. "Employee Participation and Industrial Welfarism in Australia, 1890–1965." Labour History, no. 112 (2017): 137. http://dx.doi.org/10.5263/labourhistory.112.0137.

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Skorupińska, Katarzyna. "Towards a Europeanization of indirect employee participation: Polish experiences." Economic and Industrial Democracy 39, no. 1 (July 21, 2015): 6–26. http://dx.doi.org/10.1177/0143831x15594430.

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This article reports the difficult path of developing works councils as new institutions of employee participation in Polish industrial relations and the atmosphere among the social partners surrounding this process. Analysis shows that the Europeanization of legislation on indirect employee participation does not always translate into effective functioning of participatory institutions in practice. Despite the fact that the initially reluctant attitude of trade unions and employers towards works councils has become more positive in Poland, the role of these institutions in Polish industrial relations remains negligible. The amendment to the Act on Informing and Consulting Employees of 2009 has led to a reduction in the already small presence of works councils in Polish enterprises to a marginal level of about 2%.

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Daugareilh, Isabelle. "Employee participation, ethics and corporate social responsibility." Transfer: European Review of Labour and Research 14, no. 1 (January 1, 2008): 93–110. http://dx.doi.org/10.1177/102425890801400109.

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Employee participation is deemed necessary in the name of good governance and corporate social responsibility. For this reason it forms an essential aspect of legal instruments drafted by international public institutions and aimed at multinational enterprises. Despite this, enterprises clearly prefer to take a unilateral approach in the rules they adopt to implement CSR policies, and an individual approach to employee relations, to the detriment of collective labour relations. CSR thus presents two radically different facets: one of which is favourable to transnational social dialogue, while the other presents firms with an opportunity to regain areas of control over their employees at the expense of public freedoms and fundamental rights. The co-existence of these two aspects of CSR confronts public authorities with the following dilemma: either they allow self-regulation to take its course, and risk seeing violations of international labour law and national legislation, or they intervene in order to ensure compliance with existing international instruments.

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Tonnessen, Tor. "Continuous innovation through company wide employee participation." TQM Magazine 17, no. 2 (April 2005): 195–207. http://dx.doi.org/10.1108/09544780510583254.

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Ku, Chen-Yen. "The Prospects of Employee Participation in State-Owned Enterprises: Lessons from the Case of Chunghwa Telecom Company in Taiwan." Economic and Labour Relations Review 14, no. 1 (June 2003): 21–31. http://dx.doi.org/10.1177/103530460301400103.

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One of the major factors in building a successful system of employee participation is the involvement of unions and government. In this article, the limitations of system of employee participation in Taiwan are examined. The article begins with a brief overview of Taiwanese industrial relations. It then focuses on the development of Employee Participation in Taiwan, before exploring the impacts of privatisation on the state-owned enterprises in Taiwan, with reference to Chunghwa Telecom Company.

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Veersma, Ulke, and Sjef Swinkels. "Participation in European Companies: views from social partners in three Member States." Transfer: European Review of Labour and Research 11, no. 2 (May 2005): 189–205. http://dx.doi.org/10.1177/102425890501100207.

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The decision to establish a European Company (SE) is determined not only by the company but also by institutional factors outside the company. Employers' organisations and trade unions, with their long history of interaction within national systems of industrial relations, influence basic attitudes towards European integration, international business and related issues, such as board-level participation. This paper looks at the attitudes of social partners towards the SE and employee participation in three EU Member States: Germany, the UK and Spain. While Germany has a well-established system of co-determination, Spain and the UK had, until recently, hardly any form of employee participation. These two countries, and certainly their employers' organisations, were at least hesitant towards, and sometimes opposed to, all forms of regulation on employee participation. This attitude has long hampered policymaking on the SE and employee participation and may also determine future prospects for legislation. The authors conclude that employee participation in an SE will need to be the subject of the same learning process as has been the case with respect to European Works Councils.

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Park, Rhokeun. "Employee participation and outcomes: organizational strategy does matter." Employee Relations 37, no. 5 (August 3, 2015): 604–22. http://dx.doi.org/10.1108/er-09-2014-0107.

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Purpose – The purpose of this paper is to investigate the mediating role of perceived organizational support (POS) in the relationship between employee participation and organizational commitment, and the moderating role of organizational strategy in those relationships. Design/methodology/approach – The proposed hypotheses were tested by multilevel analyses with data from surveys of 1,105 employees and 49 managers in 49 companies located throughout South Korea. Findings – The results demonstrated that POS mediated the relationship between employee participation and organizational commitment, and that participation practices were related more strongly to POS and organizational commitment in companies with a prospector or analyzer strategy than in companies with a defender strategy. Research limitations/implications – Organizational-level variables were measured by one manager in each company. This study provides important implications regarding the fit between participation practices and organizational strategy. Practical implications – Managers in prospector or the most innovative companies should provide employees with more opportunities to make decisions and to receive financial incentives for their contributions. Originality/value – This study is unique in that it simultaneously examined the horizontal fit and the vertical fit while focussing on individual employees’ outcomes rather than organizational performance.

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Pulignano, Valeria, and Norbert Kluge. "Employee involvement in restructuring: are we able to determine the price?" Transfer: European Review of Labour and Research 13, no. 2 (May 2007): 225–40. http://dx.doi.org/10.1177/102425890701300206.

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This article examines the role of employee involvement in industrial change at European level. It has been argued that employee participation constitutes an important pillar of the European social model promoted by the Lisbon strategy in 2000. The article explains why employee participation is important for responding to international competition. It assesses the extent to which a model of employee involvement and participation that manages change in a socially responsible way is already in place in Europe. This is addressed by appraising the strengths and weaknesses of European trade unions in setting up spaces for cross-border activities. Some elements that may enhance the level of cross-national union coordination are also indicated.

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BEN-NER, AVNER, and DEREK C. JONES. "Employee Participation, Ownership, and Productivity: A Theoretical Framework." Industrial Relations 34, no. 4 (October 1995): 532–54. http://dx.doi.org/10.1111/j.1468-232x.1995.tb00387.x.

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Markey, Raymond, Jo Kowalczyk, and Simon Pomfret. "Part-Time Employment, Gender and Employee Participation in Illawarra Workplaces." Journal of Industrial Relations 45, no. 1 (March 2003): 48–66. http://dx.doi.org/10.1111/1472-9296.00072.

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Bapat, Shweta, and Pooja Upadhyay. "Implications of CSR initiatives on employee engagement." Social Responsibility Journal 17, no. 2 (January 16, 2021): 149–63. http://dx.doi.org/10.1108/srj-05-2018-0120.

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Purpose This paper aims to study the implications of corporate social responsibility (CSR) on employee engagement in selected Indian business giants to which CSR spending is mandatory as per the Companies Act 2013. Researcher also has an intention of preparing working model for increasing employee engagement through CSR. Design/methodology/approach Researcher has collected the primary data from HR officials, CSR officials and employees of 23 organisations belonging to 10 main industrial sectors of India. The organisations selected for the data collection belong to India’s top 100 organisations as per Bombay Stock Exchange fulfilling a particular criterion. The effect of employee participation in CSR on employee engagement is been studied by identifying four parameters of employee engagement on which the employee participation in CSR may have some effect. The data are analysed with the help of Z test for proportion. Findings The major findings of the paper of the study includes that employee participation in CSR positively effects the employee engagement, as it helps in increasing four specifically identified parameters of employee engagement. Research limitations/implications The study is limited to the specific area of the effect of employee participation in CSR on employee engagement that too with respect to selected Indian business giants. Practical implications On the basis of this study, a theoretical model of CSR and employee engagement is proposed at the end of this paper. The model is expected to work as a guideline to the organisations, which want to improve employee engagement through CSR. Originality/value This research is one of its kinds that study the effect of employee participation in CSR on employee engagement. Moreover this research study considers the selected large-scale businesses of India which is the only country having 2% mandatory CSR spending to the organisation fulfilling the specific criteria.

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Morris, David, Ismail Bakan, and Geoff Wood. "Employee financial participation: evidence from a major UK retailer." Employee Relations 28, no. 4 (July 2006): 326–41. http://dx.doi.org/10.1108/01425450610673394.

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Markov, Denis, Nina Markova, and Galina Chernovalova. "Impact of information-infrastructure mechanism of self-development management at industrial enterprises on employee engagement: empirical evidence." SHS Web of Conferences 116 (2021): 00020. http://dx.doi.org/10.1051/shsconf/202111600020.

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The work deals with the problems of a self-development organization considered as a self-organization system without hierarchy and employee position. Such kind of management is realized by self-management teams having full authority, responsibility and focus on the result. An individual and group motivation mechanism uses the employee potential to achieve one’s ambition targets. The employee and one’s potential are engaged with a maximum power in all fields of activity. Enterprises management explores employee engagement to estimate and manage this process. Each manager has enough cases when employee goes far beyond job responsibilities to achieve the result. This employee is engaged taking an initiative and informal responsibility. Engagement is a multidimensional construction, which demonstrates employee wishes to invest self-resources (knowledge, skills, competences, emotions and power) in enterprises activity. Engagement is a positive moment implying active involvement, loyalty and direct work. A lot of engagement investigations are aimed at management, result and employee’s participation in organization management. The study of employee’s initiative is a part of employee’s engagement according to infrastructure and information factors at industrial enterprises in Perm region described in the article.

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González-Boubeta, Iván, Iago Portela-Caramés, and J. Carlos Prado-Prado. "Improving through employee participation: The case of a Spanish food manufacturer." Journal of Industrial Engineering and Management 14, no. 3 (April 28, 2021): 405. http://dx.doi.org/10.3926/jiem.3362.

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Purpose: Employee participation is considered a fundamental pillar to implement continuous improvement. Based on this consideration, this article presents an action research case study in a large food manufacturer where employee participation is implemented. The experience has a two-fold objective: improve performance of the production system and make the participative philosophy deep-rooted among workers.Design/methodology/approach: The authors implement a structured participation system, establishing an approach of empowerment and focusing on the creation of suitable organizational structures. Under those premises, improvement teams were created on each of the firm’s production lines. Once the participation of the workers is finished, they were given a questionnaire to assess how deep-rooted the participative culture had become.Findings: The results show a remarkable improvement in the efficiency of manufacturing processes, as well as the consolidation of a participative philosophy. However, there are notable differences in the results obtained for each improvement team.Research limitations/implications: The differences obtained in the results highlight certain issues that future research must tackle. These include the way in which the staff should be rewarded for their participation or what the influence of the organizational context is when setting improvement objectives.Practical implications: The positive results obtained support the methodology proposed by the authors for structuring participation. Organizations can set up projects of this type to improve their competitiveness while at the same time strengthening the commitment of their personnel.Originality/value: This is one of the first studies in the field of employee participation that jointly assess the economic area and the cultural and organizational plane.

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20

Taylor, Robert. "Industrial democracy and the European traditions." Transfer: European Review of Labour and Research 11, no. 2 (May 2005): 155–62. http://dx.doi.org/10.1177/102425890501100204.

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This article examines the prospects and challenges for employee participation on the boards of European Companies (SEs) under the European Company Statute. The article sets the current debate in the context of European 20th century industrial relations and 21st century globalisation. The author argues that worker involvement on the boards of companies will have to be achieved by means of persuasion and cooperation rather than confrontation.

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Lewer, John. "Employee involvement and participation under extreme conditions: The Newcastle steelworks case." Journal of Industrial Relations 55, no. 4 (July 23, 2013): 640–56. http://dx.doi.org/10.1177/0022185613489438.

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Abdulkarim Alkhamis, Faisal. "THE MEDIATING ROLE OF EMPLOYEE JOB PERFORMANCE IN THE IMPACT OF OPEN BOOK MANAGEMENT DIMENSIONS ON CUSTOMER SATISFACTION." Business: Theory and Practice 19 (July 12, 2018): 157–65. http://dx.doi.org/10.3846/btp.2018.16.

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This study aimed at investigating the impact of open book management (OBM) on customer satisfaction in the presence of employee job performance as a mediating variable. OBM was measured using employee empowerment, information sharing, employee training, and employee participation in organizational success. A sample consisted of 500 managers and employees from 10 industrial companies in Qassim region were participated in the study. Data were gathered using a questionnaire administered to participants. The final number of questionnaires received was 387 questionnaires with a response rate of 77.4 percent. The results showed positive as well as significant effects of employee training, empowerment and participation on employee job satisfaction and customer satisfaction. The results further pointed out that employee job performance mediated the effect of open book management dimensions on customer satisfaction. The originality of this study wells up from its contribution to literature as it underlined that employee training in the context of open book management should take the first priority, followed by employee empowerment as empowerment efforts do not bear its desired fruits in the absence of an employee who is able to properly implement what he or she empowered to do. It was recommended on the ground of these results to consider employee training, then employee empowerment in the context of OBM. An adoption of OBM is required to keep tabs on employee job performance in order to ensure an effective practice of OBM.

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Lund, Reinhard. "Book review: Herman Knudsen: Employee Participation in Europe, London 1995." Transfer: European Review of Labour and Research 2, no. 3 (August 1996): 536–37. http://dx.doi.org/10.1177/102425899600200316.

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Markey, Raymond, Ann Hodgkinson, and Jo Kowalczyk. "Gender, part‐time employment and employee participation in Australian workplaces." Employee Relations 24, no. 2 (April 1, 2002): 129–50. http://dx.doi.org/10.1108/01425450210420884.

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The international trend in the growth and incidence of “non‐standard employment”, and its highly gendered nature, is well documented. Similarly, interest in employee involvement or participation by academics and practitioners has seen the emergence of a rapidly growing body of literature. Despite the continued interest in each of these areas, the literature is relatively silent when it comes to where the two areas intersect, that is, what the implications are for employee participation in the growth of non‐standard employment. This paper seeks to redress this relative insularity in the literature by examining some broad trends in this area in Australia. The literature lacks one clear, accepted definition of “non‐standard” employment. For ease of definition, and because of the nature of the available data, we focus on part‐time employment in this paper. The paper analyses data from the Australian Workplace Industrial Relations Survey of 1995 (AWIRS 95). It tests the hypotheses that part‐time employees enjoy less access to participatory management practices in the workplace than their full‐time counterparts, and that this diminishes the access to participation in the workplace enjoyed by female workers in comparison with their male colleagues, since the part‐time workforce is predominantly feminised. These hypotheses were strongly confirmed. This has major implications for workplace equity, and for organisational efficiency.

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Carley, Mark. "Board-level employee representation in Europe." Transfer: European Review of Labour and Research 4, no. 2 (May 1998): 281–96. http://dx.doi.org/10.1177/102425899800400209.

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This article examines briefly the nature of employee representation on company boards, its extent in western Europe and the revival of the European Company Statute which has once again brought this form of indirect worker participation to the fore. The article goes on to outline some of the main findings of recent research by the author into board-level representation in five countries (Finland, Germany, Greece, Ireland and the Netherlands), highlighting areas of diversity and of convergence.

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Skorupińska, Katarzyna. "The failure of a new form of employee representation: Polish works councils in comparative perspective." European Journal of Industrial Relations 24, no. 2 (July 2, 2017): 163–78. http://dx.doi.org/10.1177/0959680117715931.

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Works councils were introduced in Poland in 2006, changing the system of employee representation from a single-channel model to a dual-channel model. However, they have not succeeded in promoting social dialogue and creating a strong institution for employee participation. I draw on a quantitative study to analyse why their role in Polish industrial relations is so marginal. I focus on the relationship between trade unions and the new ‘democratic’ councils and information and consultation process itself.

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Arthur, Jeffrey B., and James B. Dworkin. "Current Topics in Industrial and Labor Relations Research and Practice." Journal of Management 17, no. 3 (September 1991): 515–51. http://dx.doi.org/10.1177/014920639101700301.

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Recent research on six current topics in industrial and labor relations is reviewed: (a) the decline in union membership in the United States, (b) concession bargaining, (c) unions and employee participation programs, (d) the effect of unions on productivity and profits, (e) dispute resolution, and (f) international industrial relations. For each topic, major research findings are summarized and evaluated along with suggestions forfuture research. The article concludes by considering future scenarios for the U.S. labor movement.

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Mitchell, Richard, Richard Naughton, and Rolf Sorensen. "The Law and Employee Participation—Evidence From the Federal Enterprise Agreements Process." Journal of Industrial Relations 39, no. 2 (June 1997): 196–217. http://dx.doi.org/10.1177/002218569703900202.

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Quinlan, Michael. "Book Reviews : Innovation and Employee Participation Through Works Councils: International Case Studies." Journal of Industrial Relations 40, no. 2 (June 1998): 327–30. http://dx.doi.org/10.1177/002218569804000210.

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Wilkinson, Adrian, Keith Townsend, and John Burgess. "Reassessing employee involvement and participation: Atrophy, reinvigoration and patchwork in Australian workplaces." Journal of Industrial Relations 55, no. 4 (July 23, 2013): 583–600. http://dx.doi.org/10.1177/0022185613489419.

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Melnyk, George, and George Cheney. "Values at Work: Employee Participation Meets Market Pressure at Mondragon." Labour / Le Travail 53 (2004): 333. http://dx.doi.org/10.2307/25149488.

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Poutsma, Erik. "Developments and prospects of profit-sharing and employee share ownership in Europe." Transfer: European Review of Labour and Research 8, no. 1 (February 2002): 22–46. http://dx.doi.org/10.1177/102425890200800107.

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The main objective of this contribution is to provide an account of the development during the 1990s of what has been called PEPPER. PEPPER is an acronym used by the European Commission that stands for Promotion of Employee Participation in Profit and Enterprise Results (including equity). This paper is based on a review of available international research and publications and interviews with country-experts. It makes an attempt to present a systematic overview of existing forms of employee financial participation and the preconditions for its existence. Special attention is given to the policies of governments of the EU Member States and the views of social partners that support or hinder the development of financial participation in Europe.

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Schömann, Isabelle. "EU integration and EU initiatives on employee participation and social dialogue." Transfer: European Review of Labour and Research 17, no. 2 (April 18, 2011): 239–49. http://dx.doi.org/10.1177/1024258911401526.

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Voss, Eckhard. "Laboratories of the new Europe: trade unions, employee interest representation and participation in foreign investment enterprises in central and eastern Europe." Transfer: European Review of Labour and Research 12, no. 4 (November 2006): 577–91. http://dx.doi.org/10.1177/102425890601200408.

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This article examines a number of aspects of the industrial relations practices of foreign investors in central and eastern Europe, focusing on trade union structures, employee interest representation, and consultation and social dialogue at the company level. Based on evidence from selected companies in Poland, the Czech Republic, Hungary and Slovakia, the paper argues that the experiences of multinational companies with regard to employee interest representation and shop-floor trade unionism should be regarded as ‘laboratories of learning processes' which are not only having an impact on the ongoing transformation of industrial relations and corporate cultures in the new Member States but also on the whole of Europe, most notably the future shape of institutionalised employee participation.

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Toulson, Paul, and Mike Smith. "The Relationship between Organizational Climate and Employee Perceptions of Personnel Management Practices." Public Personnel Management 23, no. 3 (September 1994): 453–68. http://dx.doi.org/10.1177/009102609402300309.

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Industrial/organizational psychology is concerned with empirically testing relationships between concepts that are purported to reflect behaviour in the workplace. This study tested the relationship between measures on three personnel management practices (as independent variables) and a measure of organizational climate (as the dependent variable). The Litwin and Stringer Organizational Climate Questionnaire was administered to 2,111 subjects employed in a sample of 40 organizations. Structured interviews with senior personnel executives were conducted in these organizations to establish measures of participation, proaction, and management style. Factor analysis was used to derive a general measure of climate. The results of this measure were analyzed at the organizational level. The results of this study raise two important implications for industrial/organizational psychology. The first is that much of the theory associated with personnel management practice is not reflected in the workplace. The second is that current conceptualizations from which such measures are derived, are ambiguous and lack clarity. It is suggested that industrial/organizational psychology needs to reduce the semantic ambiguity of its concepts, and consequently improve the construct validity of measures of these constructs.

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van het Kaar, Robbert. "Company law and workers' interests." Transfer: European Review of Labour and Research 11, no. 2 (May 2005): 179–88. http://dx.doi.org/10.1177/102425890501100206.

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Developments in company law in many cases have a significant impact on the interests of employees and their representatives. This article gives an overview of the implications of the 14 European directives and draft directives in this area. It also takes a closer look at the 13th Directive on public takeover bids, and goes on to examine developments in the field of corporate governance. What is the place for the workers in the current debate and the various codes of behaviour that have come into being? From the employee viewpoint the developments appear to be ambiguous. On the one hand, there are signs that employees are no longer regarded as serious stakeholders in the company. On the other, the 13th Directive, the proposed Tenth Directive on cross-border mergers, the SE (European Company) Directive on employee participation and other instruments make clear provision for participation by employee representatives.

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Rico, Leonard. "The New Industrial Relations: British Electricians' New-Style Agreements." ILR Review 41, no. 1 (October 1987): 63–78. http://dx.doi.org/10.1177/001979398704100106.

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This study analyzes the response of the British Electricians' Union to economic adversity, and to new managerial strategies, as embodied in the union's novel agreements in three Japanese-owned British electronics firms. These agreements provide that the union is the sole bargaining representative in each firm; most British plants, by contrast, have multiple-union representation. Most of the new-style agreements also contain a no-strike clause, final-offer arbitration of interest disputes, and measures to increase labor flexibility, reduce the diversity in conditions among plant, office, and managerial employees, and enhance employee participation in major company decisions. The author views these agreements as evidence that fundamental changes in collective bargaining relationships are taking place.

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Krieger, Hubert, and Kevin P. O'Kelly. "The extent of participation in Europe." Transfer: European Review of Labour and Research 4, no. 2 (May 1998): 214–30. http://dx.doi.org/10.1177/102425899800400205.

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Employee participation is an important element of the European Social Model and this paper focuses on the extent of the different forms of participation - representative participation; direct participation; and financial participation, as measured in the European Foundation's EPOC survey. The paper examines the findings on these different types of participation separately and finally compares the levels of participation by combining all three systems. By taking this approach, important differences were found across the ten countries surveyed, with Sweden showing the strongest implementation of all types of participation, while Portugal is the weakest, in particular in representation participation arrangements. The paper indicates that there is a wide gap between the desired objective of the European Social Model and the practice of participation in Europe.

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Lewis, Philip. "Employee Participation in a Japanese‐owned British Electronics Factory: Reality or Symbolism?" Employee Relations 11, no. 1 (January 1989): 3–9. http://dx.doi.org/10.1108/eum0000000001013.

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Kerckhofs, Peter. "Models of employee participation in a changing global environment, diversity and interaction." Transfer: European Review of Labour and Research 8, no. 1 (February 2002): 147–50. http://dx.doi.org/10.1177/102425890200800126.

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Skorupińska, Katarzyna. "Convergence and Disparities in European Industrial Relations." Comparative Economic Research. Central and Eastern Europe 16, no. 3 (November 2, 2013): 127–46. http://dx.doi.org/10.2478/cer-2013-0022.

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The aim of the article is to present the areas of the greatest convergence and disparities in industrial relations in the EU. This paper also aims to identify the causes of such situations and to determine the influence of the economic crisis on the shape of these relations and the attempt to achieve convergence. The study is composed of an introduction, three main sections and a conclusion. Following the introduction, the section 2 discusses the evolutionary process of European industrial relations and social dialogue. The next section is devoted to employee participation in the management of a company, the area of greatest convergence in industrial relations. Special emphasis is placed on the dual system of employee representation (trade unions and works councils), and in particular on the European Works Councils. The final section examines the greatest disparities between the old and new EU member states with reference to trade union density, range, and the level of collective bargaining. This is followed by a summary of conclusions.

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Turberville, Sarah. "Book Review: Employee Ownership, Participation and Governance: A Study of Esop’s in the UK." Journal of Industrial Relations 44, no. 1 (March 2002): 151–53. http://dx.doi.org/10.1111/0022185602044001011.

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O'Kelly, Kevin P. "A European project for employee board-level representatives: issues, roles and responsibilities." Transfer: European Review of Labour and Research 11, no. 2 (May 2005): 221–30. http://dx.doi.org/10.1177/102425890501100209.

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With the adoption of the Directive on employee involvement in the European Company (SE), the topic of employees' representation on the boards of companies has become an important element in the debate on employee participation. To study this issue, a European project is bringing together employee board-level representatives from ten Member States to exchange experiences and information, to identify issues of common concern, to learn from each other and to compare the different systems of employee involvement in place in the participating countries. The project is also addressing the challenge posed by changes in corporate governance and how the role and the responsibilities of employee board-level representatives, as company directors, are changing. This article outlines the objectives of the project, the progress to date and, in particular, the key concerns that have emerged from the work on the project to date.

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Kerckhofs, Peter. "Involvement and Participation Association (IPA); European Works Councils, Moving forward with employee consultation." Transfer: European Review of Labour and Research 5, no. 3 (August 1999): 416–22. http://dx.doi.org/10.1177/102425899900500312.

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Leonardi, Salvo, and Donata Gottardi. "Why no board-level employee representation in Italy? Actor preferences and political ideologies." European Journal of Industrial Relations 25, no. 3 (February 21, 2019): 291–304. http://dx.doi.org/10.1177/0959680119830574.

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Unlike most continental EU countries, Italy lacks any system of board-level employee representation, despite a specific article in the 1948 Constitution. Hence, involvement and participation remain limited to the sphere of contractually established information and consultation rights, primarily because of the reluctance of the social partners to establish reciprocal responsibilities by law. Employers feared that this would limit their property rights and prerogatives, unions that it would restrict their own autonomy. After a long history of confrontational industrial relations, there has been a shift towards participatory approaches, but in a distinctive way. We present an overview of the historical background and the cultures and practices of the main actors, the Italian approach to industrial democracy, the influence of other national models and the current debates and legislative proposals. We conclude by assessing the opportunities for and obstacles to real change in the future.

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Lansbury, Russell D. "Changing Nordic Approaches to Bargaining and Participation: Some Implications for Australia." Economic and Labour Relations Review 5, no. 2 (December 1994): 3–13. http://dx.doi.org/10.1177/103530469400500202.

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This paper presents an overview of industrial relations in Nordic countries. Key features are a high degree of centralisation, high levels of unionisation, a tripartite approach to government decision making and a keen interest in employee participation. The last decade has seen the onset of more turbulent economic forces, moves to decentralisation and a shift in wage determination towards a greater role for enterprise bargaining. Several parallels with Australian experience are explored. A critical difference is that Nordic unions have escaped the significant falls in membership suffered by Australian unions.

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Pendleton, Andrew, Erik Poutsma, Chris Brewster, and Jos van Ommeren. "Employee share ownership and profit-sharing in the European Union: incidence, company characteristics, and union representation." Transfer: European Review of Labour and Research 8, no. 1 (February 2002): 47–62. http://dx.doi.org/10.1177/102425890200800108.

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This article examines the incidence of financial participation across the European Union at the end of the 1990s. The main findings are that the incidence of both profit-sharing and share ownership differ considerably across member states and that this correlates broadly with the extent of differences in legislative and fiscal support for them. Other factors, such as domestic ownership, stock market listing, size (in the case of share ownership) and workforce composition, are also important. On the whole clear or strong relationships between union density and financial participation were not identified.

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Joensson, Thomas. "A multidimensional approach to employee participation and the association with social identification in organizations." Employee Relations 30, no. 6 (October 3, 2008): 594–607. http://dx.doi.org/10.1108/01425450810910000.

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Thirugnanam, S., S. Vinodh, and S. R. Devadasan. "Innovative quality circle: a technique for coupling innovation and quality through employee participation." International Journal of Services and Operations Management 3, no. 4 (2007): 478. http://dx.doi.org/10.1504/ijsom.2007.013467.

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Fox, Carol. "Union Democracy and Collective Bargaining: Public Policy in Transition." Journal of Industrial Relations 41, no. 3 (September 1999): 393–416. http://dx.doi.org/10.1177/002218569904100304.

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Union democracy was a preoccupation of the federal legislature from the 1920s to the 1970s. It was quiescent as a public policy issue for two decades until revived by the Howard government in 1996. Examination of the statutory provisions for union democracy reveals deficiencies in terms of the benchmarks provided by both liberal pluralist and Marxist models. The traditional rationale for state intervention in union government is found to have been significantly weakened. At the same time, union democracy has been reinstated as a principal object of the statute. A new rationale for intervention is needed, as is a review of current regulation to assess its capacity to facilitate the achievement of tbe statutory objects. In analysing the relationship between regulation for union democracy and for participation in collective bargaining we can identify otber anomalies. These include: different standards for participation in the arbitration spbere (consent awards) from the bargaining sphere ( certified agreements); variation in the degree of regulation of different decisions—high-level regulation for elections and for merger decisions, and low-level regulation of decisions relating to the primary union function of improving wages and conditions; and extension of participa tion rights to non-unionists in the negotiation of union agreements, that is, elevation of an 'employee constituency' at the expense of a 'union-member constituency'. The industrial citizenship paradigm serves to highlight the anomalies and also resonates with the currently espoused value of employee choice. This model could provide a theoretical foundation for a more comistent and principled approach to public policy concerning participation in collective bargaining.

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