Attitudes Toward Worker Participation

Abstract

This paper attempts to examine the perceptions of non-management em ployees, management and chief executives to the concept of worker partici pation. A study was carried out in Brisbane and the results show differences between the perceptions of the three groups. The employee perceives participation in terms of financial objectives while management perceives participation in terms of the benefits it will give to the work situation. The probability of implementation of worker participation is perceived by em ployees in terms of an increase in financial knowledge while managers believe this employee perception is a reflection of the employees' desire for increased control over the work situation. Employees tend to associate participation with formal, representational structures while management and chief executives perceive it more in terms of an informal increase in communication. With the increased pressure for legislative provisions for worker participation, this study indicates that all leaders must clearly define their terms to avoid confusion, frustration, and increased industrial conflict.