The ‘reach’ of employee participation in decision‐making: exploring the<scp>A</scp>ristotelian roots of workplace democracy

Timming, Andrew R.

doi:10.1111/1748-8583.12050

Cited by 31 publications

(28 citation statements)

References 70 publications

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“…Employees' positive attributions for workplace partnership might promote higher employee commitment in at least two ways. Firstly, both indirect and direct employee participation in workplace partnership may bridge the communication gap between employees and their employer and increase employees' awareness of their ‘voice’ or ‘say’ in workplace decisions (Glover et al , ; Timming, ). Secondly, adequate representation of employees' interests through social dialogues with management may enhance employees' sense of organisational belonging (Wilkinson et al , ).…”

Section: Mutual Gains Perspectivementioning

confidence: 99%

A mutual gains perspective on workplace partnership: Employee outcomes and the mediating role of the employment relations climate

Valizade

Ogbonnaya

Tregaskis

et al. 2016

Human Res Mgmt Journal

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Recent years have witnessed increased research on the role of workplace partnership in promoting positive employment relations. However, there has been little quantitative analysis of the partnership experiences of employees. This paper examines how the kinds of attributions employees make regarding indirect (union-based) and direct (non-union-based) employee participation in workplace partnership might influence the process of mutual gains. It uses employee outcomes to reflect partnership gains for all stakeholders involved (i.e., employees, employers and trade unions). The paper contributes to existing knowledge on workplace partnership by examining the potential role of the employment relations climate as an enabling mechanism for the process of mutual gains. The findings suggest mutual gains for all stakeholders are varied and mediated through the employment relations climate

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Section: Mutual Gains Perspectivementioning

confidence: 99%

A mutual gains perspective on workplace partnership: Employee outcomes and the mediating role of the employment relations climate

Valizade

Ogbonnaya

Tregaskis

et al. 2016

Human Res Mgmt Journal

View full text Add to dashboard Cite

show abstract

“…A considerable research stream in employee participation and workplace democracy has developed (Cooke 1994;Cotton et al 1988;Knudsen et al 2011;Timming 2014). Such participation and democracy can be seen to run counter to unitary organisational control.…”

Section: Types Of Unitarism and Pluralismmentioning

confidence: 99%

Ideology in HRM Scholarship: Interrogating the Ideological Performativity of ‘New Unitarism’

Greenwood

Buren

2016

J Bus Ethics

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In this paper we seek to uncover and analyse unitarist ideology within the field of HRM, with particular emphasis on the manner in which what we call 'new unitarism' is ideologically performative in HRM scholarship. Originally conceived of as a way of understanding employer ideology with regard to the employment relationship, unitarist frames of reference conceive a workplace that is characterised by shared interests and a single source of authority. This frame has continuously evolved and persistently formed thinking about HRM; however, this influence has been largely covert and unexamined. Using an epistemic analysis informed by theories of knowledge, we examine new unitarism against three types of validity claims-descriptive, normative, and instrumental-in order to understand how it has been ideologically constitutive of HRM scholarship. We consider the implications of this analysis for HRM research and practice and contend that an alternative frame, namely 'new pluralism', has potential to offer a more valid account of the employment relationship, to provide a framework for assessing how power affects the pursuit of employee interests, and to allow space for taking up deeply ethical questions related to employment.

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“…However, despite the centrality of stakeholder democracy in ethical discussions, the literature devotes considerable attention to the participation of only one particular stakeholder group, namely employees (Harrison and Freeman, 2004;Matten and Crane, 2005;Moriarty, 2010), referred to as workplace democracy (Matten and Crane, 2005;Timming, 2015). Notwithstanding this empirical emphasis on the employees as stakeholders, the board of directors, as the ultimate decision-making body in organizations, is considered to play a crucial role in effectuating stakeholder participation (Moriarty, 2010;Van Buren, 2010).…”

Section: Introductionmentioning

confidence: 99%

When Stakeholder Representation Leads to Faultlines. A Study of Board Service Performance in Social Enterprises

Crucke

Knockaert

2016

J Management Studies

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Following the growing interest in sustainability and ethics, organizations are increasingly attentive to accountability toward stakeholders. Stakeholder representation, obtained by appointing board members representing different stakeholder groups, is suggested to be a good ethical practice. However, such representation may also have nefarious implications for board functioning. Particularly, it may result in strong faultline emergence, subsequently mitigating board performance. Our study aims at understanding the process through which faultlines affect board performance, and particularly the board service role through which the board is involved in providing counsel and strategic decision-making. We study the relationship between faultlines and board service performance in the particularly relevant context of social enterprises. We find that faultline strength is negatively related to board service performance and that this relationship is mediated by board task conflict. Furthermore, our study reveals the importance of clear and shared organizational goals in attenuating the negative effects of faultlines.

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The ‘reach’ of employee participation in decision‐making: exploring theAristotelian roots of workplace democracy

Cited by 31 publications

References 70 publications

A mutual gains perspective on workplace partnership: Employee outcomes and the mediating role of the employment relations climate

A mutual gains perspective on workplace partnership: Employee outcomes and the mediating role of the employment relations climate

Ideology in HRM Scholarship: Interrogating the Ideological Performativity of ‘New Unitarism’

When Stakeholder Representation Leads to Faultlines. A Study of Board Service Performance in Social Enterprises

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