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UNTIL 1952 Queen's University was fortunate to have one main library building. With the establishment of the Institute of Clinical Science in the hospital area 1½ miles from the main university site, the formation of a separate medical library near the hospitals was considered essential.
Volume 17 of Advances in Industrial and Labor Relations (AILR) contains seven diverse, provocative and perhaps in some cases controversial papers. Preliminary versions of several of these papers were presented at Advances in Industrial Relations/Labor and Employment Relations Association ‘Best Papers’ sessions held at the 2008 and 2009 meetings of the Labor and Employment Relations Association.
Volume 18 of Advances in Industrial and Labor Relations contains seven chapters that analyze key aspects of employment relationships, ranging from strategic choice and…
Volume 18 of Advances in Industrial and Labor Relations contains seven chapters that analyze key aspects of employment relationships, ranging from strategic choice and first contract arbitration to worker participation, employee well being and work-life conflict to union engagement in regional economic development and international labor standards enforcement. Preliminary versions of several of these chapters were presented at Advances in Industrial Relations (AILR)/Labor and Employment Relations Association (LERA) “Best Papers” sessions held at the 2009, 2010, and 2011 meetings of the LERA.
Last decades scholars in the field of human resource management (HRM) have intensely examined the contribution of HRM to organizational performance. Despite their efforts…
Last decades scholars in the field of human resource management (HRM) have intensely examined the contribution of HRM to organizational performance. Despite their efforts, at least one major research shortcoming can be identified. In general, they have devoted far too little attention to an aspect of HRM potentially beneficial for organizational performance: worker participation, and especially its indirect or representative forms. In contrast, for academics embedded in the industrial relations tradition, worker participation is a prominent theme, even though less emphasized in its relationship with company objectives. One might defend traditional scholars' reservations by arguing that participations main goal concerns workplace democratization and not organizational prosperity. However, several writers state that industrial democracy involving worker participation can channel conflicts of interest between employees and employers and stimulate desired employee attitudes and behavior, consequently enhancing organizational performance (e.g., Gollan, 2006; Ramsay, 1991; Taras & Kaufman, 1999). And, indeed, several studies have shown positive effects of both direct participation (e.g., European Foundation for the Improvement of Living and Working Conditions, 1997) and indirect participation (e.g., Addison et al., 2000, 2003; Frick & Möller, 2003) on organizational performance.
Nevertheless, to date, the absence of an integrated model explaining the connection between worker participation and organizational performance leads to the following question that still is in need of an answer: how do direct and indirect forms of participation – separate as well as in combination – affect organizational performance? This chapter aims to contribute to the filling of the aforementioned knowledge gaps. In so doing, we focus on direct and indirect, nonunion participation on the firm level, using a Western European and especially Dutch frame of reference.