Workplace democracy—The recent debate

Frega, Roberto; Herzog, Lisa; Neuhäuser, Christian

doi:10.1111/phc3.12574

Cited by 75 publications

(41 citation statements)

References 60 publications

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“…Note, for example, that most workplaces have a strong hierarchical structure, a top boss with nearly unlimited power to hire and fire whom they please, to force employees to work long hours in unpleasant conditions, and so on. In response, some call for movement toward greater workplace democracy (Anderson, 2017;Frega et al, 2019). The idea is not for workers to vote democratically on every major decision.…”

Section: Structural Reforms #5 Powers To the Peoplesmentioning

confidence: 99%

Individual and Structural Interventions

Madva¹

2020

An Introduction to Implicit Bias

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not to be included in print version for metadata only): Given all that we have learned about bias and injustice, what can we do-and what should we do-to fight back? Chapter 12 introduces empirically-tested interventions for combating implicit (and explicit) bias and promoting a fairer world, from small daily-life debiasing tricks to larger structural interventions. Along the way, this chapter raises a range of moral, political, and strategic questions about these interventions, and stresses the importance of admitting that we don't yet have all the answers. We must encourage intellectual humility and dedicate ourselves to gathering as much knowledge as possible.Changing the world is hard. Changing it for the better is usually harder than changing it for the worse. But why is positive change so difficult? Some answers are familiar. First, it's hard to get people to care, especially about problems in different places (physically or socially distant neighborhoods or countries) that don't confront us every day. Second, people are, understandably, wrapped up in pursuing personal goals (careers, families, hobbies). Third, and closely related to the first two reasons, many people feel like their votes and voices don't matter because the system is rigged (by corporate donors, gerrymandered voting districts, etc.) to make their political efforts pointless. Fourth, making change to promote equality is especially hard, because the haves are typically motivated to hold onto their advantages, and even to see their advantages as fair. Even the have-nots are easily hoodwinked into thinking that their disadvantages are fair when they're not (Jost, 2015). We derive comfort from believing we live in a merit-based society where, as long as you work hard enough, put your head down, and don't rile up political trouble, then your personal and professional life will go well. Fifth, people may (especially for certain jobs: maybe I don't want to hire someone convicted of decades of accounting fraud to be my accountant). But the result is that ex-offenders have a very hard time finding gainful employment, which in turn makes them more likely to become desperate to make ends meet, and then to re-offend and end up back in prison.Some ex-offenders have it worse than others. In one field study in Milwaukee, the odds of getting a callback for an interview were 34% for white male applicants with no criminal record but only 17% for white men with a criminal record. Moreover, the odds were 14% for black male applicants without a record, but only 5% for black men with a record (Pager, 2003).The first finding to note is that white men with a record had slightly better odds than black men without. Two follow-up studies in New York City found much the same: white applicants who had literally just gotten out of prison were slightly more likely to get a callback or job offer than black and Latinx applicants with spotless records (Pager et al., 2009). These studies illustrate how devastating a criminal record can be for anyone's job prospects, but espec...

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Section: Structural Reforms #5 Powers To the Peoplesmentioning

confidence: 99%

Individual and Structural Interventions

Madva¹

2020

An Introduction to Implicit Bias

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“…Das wird im Rahmen des nur deskriptiv und instrumentellnormativ verstandenen Konzepts von Corporate Citizenship nicht diskutiert. Dazu gibt es vielmehr eine eigene normative Debatte über Unternehmensdemokratie (Frega et al 2019).…”

Section: Unternehmensethikunclassified

“…Inzwischen gibt es darüber hinaus in der politischen Philosophie eine neu auflebende Debatte zur Unternehmensdemokratie. Zu dieser Frage hatte es vor vierzig Jahren schon einmal eine Diskussion gegeben (Frega et al 2019;Ferreras 2017). In der gegenwärtigen Debatte steht insbesondere die Frage im Vordergrund, ob Mitarbeiterinnen und Mitarbeiter einen auf Gerechtigkeit beruhenden Anspruch darauf haben, demokratisch an Entscheidungsprozessen in Unternehmen beteiligt zu werden.…”

Section: Unternehmensethikunclassified

Unternehmen

Hübscher¹,

Neuhäuser²

2020

Praktische Wirtschaftsphilosophie

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Eine etablierte Unternehmensphilosophie gibt es noch nicht. Wenn man sich an verwandten Disziplinen orientiert, wie beispielsweise der politischen Philosophie, dann gehören dazu vier Forschungsbereiche: an erster Stelle eine ideengeschichtliche Verortung, zweitens die Klärung der Grundbegriffe, drittens eine wissenschaftstheoretische Auseinandersetzung mit der Wirtschaftswissenschaft und viertens eine Auseinandersetzung mit normativen Fragen. Diese vier Bereiche einer Unternehmensphilosophie sollen in diesem Artikel systematisch dargestellt werden.

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“…On workplace democracy see especially the recent account by Ferreras (). For an overview of the recent debate see Frega, Herzog, and Neuhäuser (). In the debate about workplace democracy, one often finds a link between autonomy, meaningful work, and democracy (especially in Rössler and Yeoman ).…”

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confidence: 99%