- 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
The distinctive approach considered in this article is indirect participation through forms of non-union employee representation (NER). NER has been practiced in industry for more than a century, with considerable diversity and variation both across countries and over time. This article defines NER and provides a thumbnail sketch of its historical evolution. It describes the various forms of NER and its alternative functions. The article then synthesizes these diverse forms and functions into four distinct models/strategies of NER (called the ‘four faces’ of NER). Furthermore, it provides a brief overview of theorizing on NER. The article surveys the recent empirical literature on NER, with an emphasis on evidence regarding NER's performance and strengths and weaknesses. It ends with a brief recapitulation of the main theme; that is, that NER exhibits great diversity in form, purpose, and outcome, and that sweeping generalizations are therefore hazardous.
Bruce E. Kaufman is Professor of Economics and Senior Associate of the W. T. Beebe Institute of Personnel and Employment Relations at Georgia State University. His research interests span labor markets, industrial relations, and human resource management, and his books include The Global Evolution of Industrial Relations (ILO).
Daphne G. Taras, Professor of Industrial Relations, University of Calgary.
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