The Demand for Participation among Employees

Abstract

Britain 's entry to the European Economic Community has addedfuel to the frequently fiery debates amongst politicians, managements, trade unions, and social scientists on the merits of existing member countries' current participative practices. These discussions seem to carry an underlying assumption that the furtherance of such systems as Employee Directors and Works Councils will be reflected in an improved quality of working life for employees. This paper suggests that participation will be more meaningful to workers when those to be affected participate in decisions concerning the practices to be adopted in their own workplace. The authors' studies, in organizations ranging from a coal mine to a number of hospitals, reveal considerable individual and organizational differences in the manner and extent of desiredparticipation. It is concluded that the higher level forms of participation, though of commendable ideal, may be inappropriate where the climate of the organization denies employees suitable opportunities to participate in decisions seen to be of more direct relevance to their everyday activities. Tailoring a participative system to the characteristics of the employees and the organization may be difficult but also more worthwhile.