Employee participation and managerial style (the key variable)
Abstract
Employee participation is in the news because of the stakeholder concept and European legal developments. Argues that for most employees what matters is the working relationship with their boss, rather than indirect forms of representation, such as works councils. If employers are genuine about participation, the prime area of attention needs to be the day‐to‐day behaviour of line managers. This necessitates reviewing the performance, selection and training of line managers. This is also necessary if indirect forms of participation are to work as they too depend on effective and co‐operative line management. Participation also needs to be examined in the context of organisational and national culture and the pressures on an organisation at particular points in time. Too often the topic is addressed as though the objectives can be achieved simply through mechanistic/legal imposition.
Keywords
Citation
Rees, W.D. and Porter, C. (1998), "Employee participation and managerial style (the key variable)", Industrial and Commercial Training, Vol. 30 No. 5, pp. 165-170. https://doi.org/10.1108/00197859810225625
Publisher
:MCB UP Ltd
Copyright © 1998, MCB UP Limited