01781    a2200289   4500001001100000005001700011008003900028020001800067037003600085040000700121041000800128072001500136072001300151072002100164072002100185100001500206245009700221250000600318260003200324300001000356520101700366700002101383700002301404700002501427700002401452999001501476135174564620250317111622.0250312042018GB                   eng    a9781351745642  bTaylor & FranciscGBP 52.99fBB  a01  aeng7 aJHB2thema7 aJHB2bic7 aSOC0000002bisac7 aSOC0260002bisac1 aRay Markey10aModels of Employee Participation in a Changing Global EnvironmentbDiversity and Interaction  a1  aOxfordbRoutledgec20180205  a366 p  bThis title was first published in 2001. Management of the employment relationship changed markedly in the last two decades of the 21st century, and a major part of this has been the extension of employee involvement and participation in the workplace. Modern management theorists and researchers have commonly emphasized the importance of two-way communication and co-operation between management and labour in determining the success of human resource management (HRM) strategy and in maximizing workplace efficiency. Some researchers argue employee participation and empowerment are progressive management practices which have universal benefits to performance enhancement, as opposed to most other HRM practices whose success is contingent upon the organizational context. This title explores these themes through an international collection of case studies, which are the outcome of a comparative project of the Workers' Participation Study Group of the International Industrial Relations Association (IIRA).1 aPaul Gollan4B011 aAnn Hodkinson4B011 aAlain Chouraqui4B011 aUlrike Veersma4B01  c5924d5924