This volume examines the different ways in which businesses can improve performance by cultivating more employee involvement in their jobs and in the organization itself. The first chapters review the history and empirical research in this area and make a case for greater employee participation in the workplace. Subsequent chapters survey the varieties of employee participation - quality of work, life programmes, quality circles, gain-sharing plans, self-directed work teams and employee ownership - with special attention to implementation. The final chapters summarize the success factors for better employee involvement systems.

As issues of employee involvement and participation once more evoke considerable controversy, this textbook provides an accessible overview of the main strands, perspectives and debates in current thinking and practice. It adopts a comparative international approach, addressing developments in the United Kingdom and mainland Europe, the United States and elsewhere. The authors identify two main strands of evolution: one driven by managerial interests in enhancing and controlling employee commitment and performance; the other deriving from employees' attempts to influence high-level organizational decision-making. In particular, they examine and analyze: the background of key concepts, issues and philosophies underpinning these different strands; the range of current employee involvement methods, from the individualistic and management-led to more regulated collective approaches; and the rationales and responses of employees, unions and employers to the various initiatives. Throughout the book the authors evaluate the contrasting philosophies and practices in the context of the rapidly evolving organizational and economic landscapes of advanced industrialized countries. Relevant factors include declines in manufacturing industries, deregulation of labour markets, intensifying international competition and the ever-increasing globalization of enterprise.

"Principal author ... was Charles Steinecke III"--P. [3] of cover.

In response to a congressional request, GAO identified issues for federal agencies to consider in designing and implementing employee involvement programs. GAO found that: (1) management interest and support are essential for successful program implementation; (2) managers could promote employee involvement through management style changes that demonstrate receptivity to employee input; (3) a clear policy statement and written employee involvement goals are important to effectively operate an involvement program; and (4) a long-term strategy should include readiness assessment, communication, training, and evaluation to ensure coordination between employee incentive practices and organizations' values.

Written by the Chief Examiner and Associate Examiner for employee relations for the CIPD, the new edition of this best-selling text has been written specifically to cater for the CIPD's Employee Relations elective. Offering a highly practical and accessible overview of the impact of the economic, corporate and legal environment on employee relations, it is also suitable for students taking an employee/industrial relations module on an HR or business degree programme at undergraduate or postgraduate level. TARGETED AT - Students studying CIPD Professional Qualifications and undergraduate and post graduate students on employee relations modules on business and HRM courses

Cook uses case studies to demonstrate how engaged employees assist the progress of their organization. She shows managers how to measure the level of their employees' engagement and increase staff participation.