Direct participation and organisational change, fashionable but misunderstood? : an analysis of recent research in Europe, Japan and the USA
Author(s)
Bibliographic Information
Direct participation and organisational change, fashionable but misunderstood? : an analysis of recent research in Europe, Japan and the USA
European Foundation for the Improvement of Living and Working Conditions , Office for Official Publications of the European Communities, 1996
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Note
At head of title: European Foundation for the Improvement of Living and Working Conditions
"EF/96/38/EN"
Catalogue number SX-98-96-227-EN-C
Bibliography: p. [200]-228
Description and Table of Contents
Description
The 1990s have seen a strong revival of the debate on work organization, optimal use of human resources and direct participation of employees. Within the European Union, the Commission, the Social Partners and governments started a debate, which was further advanced as Europe was slipping into its worst post-war recession, demonstrating the need for structural adjustment. The European Foundation initiated a project examining European experiments on direct participation with the Japanese approach, and asking whether these new developments only represent a rationalization strategy with negative impact on employment. To what extent does direct participation diminish the influence of employee representatives and trade unions on the company level?
Table of Contents
- Direct participation as an international concern of organizations and of social science
- individual participation
- group work betweeen "Volvoism" and "Toyotoism"
- the debate over the role of middle managers
- the impact of employee representation
- an overview of direct participation in Europe, Japan and the USA.
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