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Explaining the Incidence of Worker Participation in Management: Evidence from the Australian Metal Industry

Author

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  • Stephen J. Frenkel

    (School of Industrial Relations and Organisational Behaviour, University of New South Wales.)

Abstract

The paper begins with a brief summary of arguments regarding the development of employee participation in decision-making. The incidence of various types of employee participation schemes in the Australian metal industry are described using a survey of management respondents. Probit analysis is then employed to estimate the most significant factors influencing the incidence of these schemes. Variables associated with management choice theory rather than organisational or structuralist arguments are found to have most explanatory power. The paper argues for more research on the connection between management style and employee participation.

Suggested Citation

  • Stephen J. Frenkel, 1989. "Explaining the Incidence of Worker Participation in Management: Evidence from the Australian Metal Industry," Australian Journal of Management, Australian School of Business, vol. 14(2), pages 127-150, December.
    • Handle: RePEc:sae:ausman:v:14:y:1989:i:2:p:127-150
    DOI: 10.1177/031289628901400202
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    References listed on IDEAS

    as
    1. Pascale, Richard Tanner & Athos, Anthony G., 1981. "The art of Japanese management," Business Horizons, Elsevier, vol. 24(6), pages 83-85.
    2. John Purcell, 1987. "Mapping Management Styles In Employee Relations," Journal of Management Studies, Wiley Blackwell, vol. 24(5), pages 533-548, September.
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