The paper begins with a brief summary of arguments regarding the development of employee participation in decision-making. The incidence of various types of employee participation schemes in the Australian metal industry are described using a survey of management respondents. Probit analysis is then employed to estimate the most significant factors influencing the incidence of these schemes. Variables associated with management choice theory rather than organisational or structuralist arguments are found to have most explanatory power. The paper argues for more research on the connection between management style and employee participation.
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