- The Oxford Handbook of Participation in Organizations
- List of Figures
- List of Tables
- About the Contributors
- Conceptualizing Employee Participation in Organizations
- An HRM Perspective on Employee Participation
- An Industrial Relations Perspective on Employee Participation
- A Legal Perspective on Employee Participation
- Labour Process and Marxist Perspectives on Employee Participation
- An Economic Perspective on Employee Participation
- Direct Employee Participation
- Collective Bargaining as a Form of Employee Participation: : Observations on the United States and Europe
- Employer Strategies Towards Non‐Union Collective Voice
- Worker Directors and Worker Ownership/Cooperatives
- Employee Participation Through Non‐Union Forms of Employee Representation
- Works Councils:: The European Model of Industrial Democracy?
- Employee Share Ownership
- Financial Participation
- Labour Union Responses to Participation in Employing Organizations
- Voice in the Wilderness? The Shift From Union to Non‐Union Voice in Britain
- High Involvement Management and Performance
- Employee Voice and Mutual Gains
- Participation Across Organizational Boundaries
- Public Policy and Employee Participation
- Corporate Governance and Employee Participation
- Cross‐National Variation in Representation Rights and Governance at Work
- Employee Participation in Developing and Emerging Countries
- International and Comparative Perspectives on Employee Participation
- Freedom, Democracy, and Capitalism:: Ethics and Employee Participation
Abstract and Keywords
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.
John W. Budd is the Industrial Relations Land Grant Chair at the University of Minnesota’s Carlson School of Management. His current research interests include employee voice and frames of reference on work, the employment relationship, and conflict. He is the author of Employment with a Human Face: Balancing Efficiency, Equity, and Voice (Cornell), Labor Relations: Striking a Balance (McGraw-Hill), Invisible Hands, Invisible Objectives: Bringing Workplace Law and Public Policy Into Focus (Stanford), and The Thought of Work (Cornell).
Stefan Zagelmeyer, Professor of Human Resource Management, International University of Applied Sciences Bad Honnef‐Bonn, Germany.
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