The transformation of employee participation: Consequences for the work environment

Abstract

This article reviews the research literature on the relationship between employee participation, influence and the work environment. The main part of the literature points to a positive connection in line with how it has been almost institutionalized in Karasek and Theorell's demand-control model. However, more recent research into psychosocial work environment problems questions the model's assumption of high job control compensating for high job demands. Taking its point of departure in a 'deconstruction' of the concept of participation based on research on employee participation from the past few decades, the article questions why increased employee participation does not seem to result in a healthy work environment. The article concludes that there are limitations to the demandcontrol model in modern working life given the contextual changes in the employer-employee relationship, which may mean a transformation of the significance of participation.

Forms of participation: The development and application of a conceptual model of participation in work environment interventions

“…Though some argue for the efficacy of topdown implemented individual-level solutions such as counselling or stress management (Briner and Reynolds, 1999), there is general consensus that interventions based on employee participation targeting both work group and organizational levels are needed to achieve long-term solutions to improve working conditions (ETUC, 2004;EU-OSHA, 2000;ILO, 2001;Nielsen, 2013). The use of participatory approaches is also in line with research linking working conditions, work environment practices and employee participation (Busck et al, 2010;Hasle and Sørensen, 2013).…”

Den norske samarbeidsmodellen: egnet foreksport til USA?

“…Viktige pådrivere i disse prosessene er internasjonale selskaper (Connell & Wood 2005). I debatten om norsk arbeidsliv og internasjonalisering argumenteres det for at internasjonale konsepter som TQM, Lean Construction, Human Resource Management, der deltakelse anbefales ut ifra et effektivitetsperspektiv, utfordrer samarbeidsrelasjonen som har preget de nordiske landene (Busck, Knudsen & Lind 2010;Falkum, Hagen & Trygstad 2009). …”

Big Data in Organizations and the Role of Human Resource Management

“…Modern HR departments already go beyond the stereotypical "hiring and firing" and focus on employability. In times of increasing employee participation (Busck et al 2010) and its visibility in employer branding (Wilden et al 2010), the HR department is dedicated to the task of acting in the interests of employer and employee at the same time. It is a "first and second party" rather than a "third party" and, therefore, has internalized the ethics of both the company and employees.…”