tailieunhanh - Human Resource Management The Key Concepts Routledge Key Guides by Chris Rowley and Keith Jackson_5

Tham khảo tài liệu 'human resource management the key concepts routledge key guides by chris rowley and keith jackson_5', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | EMPLOYEE INVOLVEMENT AND PARTICIPATION democracy where worker rights to participate and power sharing via trade unions are emphasised. In Britain such initiatives were abandoned with the new neo-liberal agenda of the Thatcher Government in 1979 although the potential impact of the 2004 Information and Consultation of Employees Regulations ICE in the UK has led to renewed debate. Currently the employment relations environment is in a period of significant change. Pressures of globalisation have intensified competition in product and labour markets emphasising the need for greater efficiency and productivity and leading to a greater focus on the link between employment practices and organisational strategy a process discussed elsewhere under strategic HRM. In the area of participation this has led to a renewed focus on employer-sponsored employee involvement arrangements with direct engagement with workers and co-workers in autonomous or semi-autonomous teams. From this perspective prescriptions are less concerned with issues of social justice and organisational democracy and are more focused on the alleged business benefits Sako 1998 . This agenda has been subsumed most recently within the debate surrounding the implementation of high performance work systems. Leading advocates have described such approaches in terms of high involvement management high commitment management or high performance work systems under a mutual gains approach Wood Wall 2007 . Some research would suggest that these direct methods of communication between senior management and the workforce have replaced more indirect forms conducted through employee representatives Millward et al. 2000 while other studies have emphasised the mutual reinforcement of direct and representative forms of participation Markey et al. 2001 . Supporting organisational objectives A range of studies suggests that employee involvement and participation often under the rubric of high performance work systems can support