Joint management and employee participation : labor and management at the crossroads
著者
書誌事項
Joint management and employee participation : labor and management at the crossroads
（The Jossey-Bass management series）
Jossey-Bass, 1990
- : alk. paper
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注記
Includes bibliographical references (p. 403-414) and index
内容説明・目次
内容説明
This book shows how management and unions can work together to reap the benefits of employee participation in unionized workplaces - demonstrating that union environments can in fact be more conducive to employee involvement than environments where workers are not organized. It proposes ways to convert to a collective bargaining process that allows more opportunity for direct negotiation between the bargaining unit and the lower levels of the organization, thus clearing the way for joint management. It recommends the kinds of changes that should be made in policies and procedures by both management and unions in order to involve workers effectively. The text is illustrated by four case studies of successful jointly managed workplaces in both manufacturing and office environments.
目次
- Introduction: participation, joint management and integrative bargaining. Part 1 A proposal for jointly managed organizations: the roots of joint management
- principles for designing and operating the parallel organization
- the structure of the parallel organization
- the process of integrative bargaining
- jointly managed workplaces - four examples. Part 2 The dynamics of jointly managed organizations: redesigning processes for planning and controlling
- gaining power by giving up control
- dealing with conflict and competition. Part 3 Individuals in jointly managed organizations: individual needs, attitudes and behaviours
- motivating managers and workers
- leaders who empower people. Part 4 Groups in jointly managed organizations: how groups become teams
- action teams - linking planning and implementation
- planning teams - reconciling workplace interest groups
- autonomous work teams - merging the parallel and the primary organizations. Part 5 Special skills for implementing joint management: interpersonal and communication skills
- problem-solving skills
- proposal writing skills. Part 6 Creating equity and incentives: job and performance evaluation systems
- productivity gain sharing
- employee ownership. Part 7 Applying joint management thinking: extending the bargaining structure - roles for management and unions
- how management must change to make joint management work
- how labour must change to make joint mangement work. Part 8 The social impact of jointly managed, participative organizations: people and productivity
- joint management and social policy.
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