03898nam 2200661 450 991045994530332120200520144314.01-4426-2342-X10.3138/9781442623422(CKB)3710000000329316(EBL)3296852(SSID)ssj0001473282(PQKBManifestationID)11847345(PQKBTitleCode)TC0001473282(PQKBWorkID)11448125(PQKB)11107378(MiAaPQ)EBC4670149(CEL)449389(OCoLC)903441210(CaBNVSL)thg00916127(DE-B1597)465658(OCoLC)1013941980(OCoLC)954123776(DE-B1597)9781442623422(Au-PeEL)EBL4670149(CaPaEBR)ebr11256663(OCoLC)958578536(EXLCZ)99371000000032931620160921h19821982 uy 0engur|n|---|||||txtccrWorkplace democracy an inquiry into employee participation in Canadian work organizations /Donald V. Nightingale ; foreword by Max B.E. ClarksonToronto, Ontario ;Buffalo, New York ;London, England :University of Toronto Press,1982.©19821 online resource (330 p.)Heritage0-8020-6470-1 Includes bibliographical references and index.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 -- IndexThis 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 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.ManagementEmployee participationCanadaManagementEmployee participationElectronic books.ManagementEmployee participationManagementEmployee participation.658.3/152/0971Nightingale Donald V.245068Clarkson Max B. E.MiAaPQMiAaPQMiAaPQBOOK9910459945303321Workplace Democracy654546UNINA