000			01781 a2200289 4500
001			1351745646
005			20250317111622.0
008			250312042018GB eng
020			_a9781351745642
037			_bTaylor & Francis _cGBP 52.99 _fBB
040			_a01
041			_aeng
072	7		_aJHB _2thema
072	7		_aJHB _2bic
072	7		_aSOC000000 _2bisac
072	7		_aSOC026000 _2bisac
100	1		_aRay Markey
245	1	0	_aModels of Employee Participation in a Changing Global Environment _bDiversity and Interaction
250			_a1
260			_aOxford _bRoutledge _c20180205
300			_a366 p
520			_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).
700	1		_aPaul Gollan _4B01
700	1		_aAnn Hodkinson _4B01
700	1		_aAlain Chouraqui _4B01
700	1		_aUlrike Veersma _4B01
999			_c5924 _d5924