Employee Participation in Britain: From Collective Bargaining & Industrial Democracy to Employee Involvement & Social Partnership--Two Decades of Manchester/ Loughborough Research.

Ackers, Peter; Marchington, Mick; Wilkinson, Adrian; Dundon, Tony

This article reports on two influential collective research projects on Employee Participation in Britain, conducted by Manchester / Loughborough academics. This comparative case-study, with a longitudinal element, has allowed us to trace the development of Employee Participation over a decade or more, from a Management approach centred on adversarial trade unions and collective bargaing to one focused on new (non-union) froms of Employee Involvement (EI) and, in some cases, partnership with unions. Our research concludes that important developments have taken place in organisations' approach to managening employees - rejecting the radical view that EI and partnership are 'phantom' forms of participation.

UNITED Kingdom; INDUSTRIAL relations; JOB satisfaction; EMPLOYEE morale; EMPLOYEE ownership; CORPORATE culture

Decision (0304-0941), 2006, Vol 33, Issue 1, p75

0304-0941

Academic Journal