- 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
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.
Adrian Wilkinson, Professor of Employment Relations, Griffith University.
Tony Dundon, Lecturer in Human Resource Management, National University of Ireland, Galway.
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.