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Record Nr. |
UNINA9910459945303321 |
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Autore |
Nightingale Donald V. |
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Titolo |
Workplace democracy : an inquiry into employee participation in Canadian work organizations / / Donald V. Nightingale ; foreword by Max B.E. Clarkson |
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Pubbl/distr/stampa |
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Toronto, Ontario ; ; Buffalo, New York ; ; London, England : , : University of Toronto Press, , 1982 |
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©1982 |
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ISBN |
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Descrizione fisica |
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1 online resource (330 p.) |
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Collana |
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Disciplina |
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Soggetti |
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Management - Employee participation - Canada |
Management - Employee participation |
Electronic books. |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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Frontmatter -- Contents -- Foreword -- Preface -- Acknowledgments -- 1. Workplace Democracy: issues and challenges -- 2. Power and consent -- 3. A historical perspective on authority in the workplace -- 4. Congruence theory: a framework for the study of workplace democracy -- 5. The democratic and hierarchical workplaces compared -- 6. The nature of work in democratic and hierarchical workplaces -- 7. Workplace democracy and trade unionism -- 8. Profit-sharing and employee ownership: the economic dimension of workplace democracy -- 9. Workplace democracy in perspective -- Appendices -- I. Forms of workplace democracy in Canada -- II. Methodology -- III. Research instruments and measures -- References -- Index |
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Sommario/riassunto |
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This book begins with a historical review of how authority in the Canadian workplace has changed over the past century. It proceeds to outline a theory of organization which provides a broad conceptual framework for the empirical analysis which follows. This theory is based on five concepts: the values of organizational members; the administrative structure of the organization; the interpersonal and intergroup processes; the reactions and adjustments of organization members; the social, political, economic, and cultural environments of |
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the organization.A sample of 20 industrial organizations was selected to examine the effects of significant employee participation and to test the theory. They are matched pairs: ten permit some form of participation, and ten-similar in size, location, industry, union/non-union status, and work technology-follow conventional hierarchical design.The resulting data demonstrate that greater productivity results from employee participation in decisions relating to their work, in productivity bonuses, and in profit sharing and employee share-ownership plans. |
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