Workplace partnership and employee involvement - contradictions and synergies: Evidence from a heavy engineering case study

Butler, Peter A., Tregaskis, Olga ORCID: https://orcid.org/0000-0002-9954-5152 and Glover, Linda A. (2011) Workplace partnership and employee involvement - contradictions and synergies: Evidence from a heavy engineering case study. Economic and Industrial Democracy, 34 (1). pp. 5-24. ISSN 0143-831X

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Abstract

This article considers the workplace partnership–employee involvement nexus. While an empirical association has been recorded, there has been limited exploration of the potential benefits to be derived from the coupling of these interventions. Developing the idea of forward and reverse synergies this article argues the relationship is complex. The tendency for partnership to act as an antecedent for the utilization of employee involvement and wider organizational change has been documented – forward synergy. However, the reverse scenario, where involvement is used by management to initiate and subsequently bolster workplace cooperation and consensus has received far less scrutiny. This article seeks to shed light on both phenomena.

Item Type:	Article
Faculty \ School:	Faculty of Social Sciences > Norwich Business School
UEA Research Groups:	Faculty of Social Sciences > Research Groups > Employment Systems and Institutions
Depositing User:	Elle Green
Date Deposited:	13 Feb 2012 16:41
Last Modified:	22 Nov 2022 14:30
URI:	https://ueaeprints.uea.ac.uk/id/eprint/37071
DOI:	10.1177/0143831x11423113

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