Partnership and Worker Participation: Voices from the Floor
In one of the more influential pieces of business analysis to emerge towards the end of the twentieth century, Walton (1985) argued for a fundamental rethink of the management of workplace relations. Incorporating a managerial philosophy of multiple stakeholderism, Walton championed a proposed shift from direct employee control to employee commitment via the channels of reward strategy, job security and, most notably, worker participation in organizational decisionmaking. This was swiftly followed by a plethora of studies, based mostly in manufacturing, that have postulated positive associations between employee participation, employee commitment and company performance (for example, Lincoln and Kalleberg, 1990; Wagner, 1994; Womack et al., 1990).
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