This document discusses worker participation in management (WPM) and its benefits over traditional collective bargaining. WPM involves keeping employees informed and including their opinions in managerial decisions regarding the economy, personnel issues, and social welfare of the company. It is based on cooperation rather than conflict. WPM can lead to increased productivity, efficiency, and social justice through democratic decision-making, collaboration between employers and employees, and minimal government intervention.
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Workers' participation
1.
2. A system of communication and consultation, either
formal or informal, by which employees of an
organisation are kept informed about the affairs of
the undertaking and through which they express
their opinion and contribute to the management
decisions
WPM implies mental and emotional involvement of
workers in the management of enterprise.
3. Three managerial decisions affect the workers
of any industrial groups of establishment.
• Economic decisions: methods of manufacturing,
automation, shutdown, lay-offs, mergers.
• Personnel decisions: recruitment and selection,
promotions, demotions, transfers, grievance
settlement, work distribution.
• Social decisions: hours of work, welfare
measures, questions affecting work rules and
conduct of individual worker’s safety, health,
sanitation and noise control.
4. Derived from a Latin word participare
participation means sharing/taking part
Sharing is a bilateral process and it has
A functional aspect(role in deciding)
A motivational aspect(natural involvement after
deciding)
5. CB vs. WPM : Heart vs. Soul
Collective Bargaining is based on Conflict or at
least the perception of Conflict
Highlights need for synergy
A step in the Working Class Movement
WPM is based on Cooperation
Highlights SYNERGY itself
A step in Management Effectiveness
6. Pie enlarging NOT Pie splitting
Gain sharing – improving profitability
Future sharing – improving competitiveness
Power sharing – Placing Stockholders and
Stakeholders on a even keel
Self actualisation – availing opportunity to
contribute meaningfully
Motivation
Opportunity of expression
Sense of importance
Better effort and harmony
7. Democratic participation in decision making
Maximum employer –employee collaboration
Minimum state intervention.
Realisation of a greater measure of social justice
Greater industrial efficiency
Higher level of organisational health &
effectiveness
12. Organisational Commitment has 3 aspects:
1. Identification with goals & values
2. A desire to belong to the Organisation
3. A willingness to display effort on behalf of
Organisation
Union Commitment has the same 3 aspects
The key issue is Compatibility of Goals and
Values of the Company and the Union in the
eyes of the Employee/worker
WPM bridges the Gap, while CB shows it
13. High / Low
Habitual Resistance
High / High
• Common / integrated
• Goals & Values
• Business Partnership
Low /Low
Indifference
Low / High
Co-operation
Union
Organisation
14. Information Participation: receiving
information
Consultative Participation: consulting matters
of employees welfare.
Associative Participation: Mgt’s moral
obligation to accept & implement unanimous
decision of employees.
Administrative Participation: Out of alternative
decisions best decision to be chosen by
employees.
Decisive Participation: decisions are jointly
taken
15. Organisations view HRM and IRM as
Either – Or options
HRM focused on Individual
Industrial Relations focused on Collective
High emphasis on both HR & IR management