Participation through added value

Abstract

Having an interest in behaviour and attitudes at work, I had ideas, when appointed to the company, of involving employees in its affairs. However, the setting‐up of a works council in so small an organisation, where all the employees are known to me, seemed somewhat artificial. Every employee who wanted it already had access to the managing director! The works council idea was shelved. About a year ago the question of a bonus scheme was raised by employees. Earlier attempts to introduce bonuses in the company had been abandoned as being too difficult or too costly to install or run. An examination of various possibilities showed that an added value bonus scheme could be appropriate and had the great advantage of being participative in style. Here was a basis for employee participation with a genuine purpose. What follows describes how the scheme evolved and its effects so far.

Citation

WREN, A. (1975), "Participation through added value", Industrial and Commercial Training, Vol. 7 No. 6, pp. 233-239. https://doi.org/10.1108/eb003471