An exploration of the factors that influence employee participation in Europe

Abstract

The goal of this study was to identify the determinants of direct employee participation in organizations across Europe. Some factors were predicted to be related to levels of participation in general, namely, competition, sector, the pursuit of a differentiation strategy based on either quality or service, and indirect participation. Two additional factors were expected to be differentially related to two forms of direct participation: consultation and delegation. These factors were organizational size and the pursuit of a cost leadership business strategy. The hypothesized relationships were contrasted using data from the EPOC survey, a representative survey of over 5,700 organizations located in 10 European Union countries. The results supported 11 of the 14 predicted relationships. # Else ier cience nc All ri hts reser e

Worker participation in Barbados: contemporary practice and prospects

“…However, Cabrera et al (2003) found that the services sector (e.g. hospitality and tourism) practised significantly higher levels of employee participation than firms in the manufacturing (production-oriented) sector.…”

“…Hyman and Mason 1995; Lawler, Mohrman and Ledford 1995, as cited in Cabrera et al 2003). Size and participation were positively related as larger organisations were likely to introduce more innovative and participative practices, compared with smaller organisations.…”

“…Cabrera, Ortega and Cabrera's (2003) examination of the impact of several organisation-based factors on consultative and delegative participation respectively as practised in European L. Nurse and D. Devonish 1914 organisations shows that organisational size is positively associated with the use of employee involvement practices (e.g. Hyman and Mason 1995; Lawler, Mohrman and Ledford 1995, as cited in Cabrera et al 2003).…”

“…hospitality and tourism) practised significantly higher levels of employee participation than firms in the manufacturing (production-oriented) sector. One rationale was that service quality is contingent on employee satisfaction, and participation is believed to influence high job satisfaction (Cabrera et al 2003). Another was that employees' job roles require the making of sensible and timely decisions; they experience more frequent and direct contact with customers, and are responsible for meeting a variety of customer needs and demands.…”

The Institutions of Archaic Post-Modernity and Their Organizational and Managerial Consequences: The Case of Portugal

“…As Maniha (1975) observed, particularism is a matter of degree, even in bureaucratic contexts, but some societies are more particularistic than others. The management of culture is marked by low levels of participation (Cabrera, Ortega and Cabrera 2003;Gill, 1993); there is a comparatively low number of engineers 3 , and widespread evidence of poor managerial practices of planning and systematization .…”