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Partnership and Worker Participation: Voices from the Floor

  • Andy Danford
  • Mike Richardson
  • Paul Stewart
  • Stephanie Tailby
  • Martin Upchurch
Part of the The Future of Work Series book series (TFW)

Abstract

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).

Keywords

Trade Union Collective Bargaining Worker Participation Employee Involvement Employee Participation 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Andy Danford, Mike Richardson, Paul Stewart, Stephen Tailby and Martin Upchurch 2005

Authors and Affiliations

  • Andy Danford
    • 1
  • Mike Richardson
    • 1
  • Paul Stewart
    • 1
  • Stephanie Tailby
    • 1
  • Martin Upchurch
    • 2
  1. 1.University of the West of EnglandUK
  2. 2.Middlesex University Business SchoolUK

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