Waving or drowning in participation?

Article Abstract:

A study of 25 organizations in the UK was conducted to identify current trends in employee involvement arrangements. Based on data gathered from interviews, questionnaires and observations, the forms of employee involvement in the country may be classified under four headings: direct communications, problem-solving, financial employee involvement and representative participation. The study's findings also identified the common problems associated with worker participation. Among these were the lack of continuity due mainly to the dynamic career patterns of managers, inadequate support from middle managers and supervisors, and the use of inappropriate systems. In addition, findings indicated that employee involvement is neither a cure-all for all management ill nor is it a total nonsense as some have claimed. It was shown that the success of these arrangements is dependent on the context in which they take place.

Research, Human resource management, Participatory management, Corporations, British

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When two cultures meet: new industrial relations at Japanco

Article Abstract:

Recent research has focused on the case of Japanco, a UK Japanese implant, in order to assess the responses of UK workers to Japanese management practices. These practices have traditionally be seen as inflexible, but the research found that Japanese management is in fact highly pragmatic, being prepared to make changes in order to meet the contingencies of economic demands and industrial culture in the UK. It is clear that UK industrial culture has been significantly influenced by Japanese practices over recent years, but UK industrial culture is also bring about changes at Japanco.

Foreign operations, Japan, Industrial management, Corporations, Japanese

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The meanings and purpose of employee voice

Article Abstract:

A study conducted among eighteen organizations in England, Scotland and Ireland portrays that the perception of the empoyee voice by the management and the actual views of the employees vary. The management's interpretation was performance oriented when the employees actually voiced their rights.

United Kingdom, Personnel administration, Venture Analysis, Economic aspects, Labor relations, Beliefs, opinions and attitudes, Business enterprises, Employee rights, Workers

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