Participation, Contingent Pay, Representation and Workplace Performance: Evidence from Great Britain

Participation, Contingent Pay, Representation and Workplace Performance: Evidence from Great Britain 1. Introduction Effective employee involvement is not just a matter of good employer practice . . . It is, above all, a prerequisite for business growth in a modern economy. (Employment Department 1994) Promoting employees’ commitment to achieving the organisation’s goals is more directly achieved through profit- or target-related pay or employee share ownership schemes. (Employment Department 1994) Thus are British companies exhorted to adopt a plethora of employeeinvolving schemes, ranging from staff suggestion schemes to quality circles, and of financial incentives, such as tax-free profit-related pay or employee share ownership schemes (ESOSs). Such schemes, it is asserted, will allow firms to gain the competitive edge by establishing an environment of mutual trust in order to secure greater loyalty and commitment to the goals of the organization. Good industrial relations will flourish and productivity will soar. Today, most workplaces have some form of employee involvement and over half have some form of contingent pay (Millward 1994). Even the Trades Union Congress has joined the bandwagon: in its recent report on representation at work, it states: ‘the current framework does not provide the basis for securing the commitment and motivation of employees which economic success requires’ (TUC 1994). It http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png British Journal of Industrial Relations Wiley

Participation, Contingent Pay, Representation and Workplace Performance: Evidence from Great Britain

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Publisher
Wiley
Copyright
© 1995 Blackwell Publishing Ltd / London School of Economics
ISSN
0007-1080
eISSN
1467-8543
DOI
10.1111/j.1467-8543.1995.tb00445.x
Publisher site
See Article on Publisher Site

Abstract

1. Introduction Effective employee involvement is not just a matter of good employer practice . . . It is, above all, a prerequisite for business growth in a modern economy. (Employment Department 1994) Promoting employees’ commitment to achieving the organisation’s goals is more directly achieved through profit- or target-related pay or employee share ownership schemes. (Employment Department 1994) Thus are British companies exhorted to adopt a plethora of employeeinvolving schemes, ranging from staff suggestion schemes to quality circles, and of financial incentives, such as tax-free profit-related pay or employee share ownership schemes (ESOSs). Such schemes, it is asserted, will allow firms to gain the competitive edge by establishing an environment of mutual trust in order to secure greater loyalty and commitment to the goals of the organization. Good industrial relations will flourish and productivity will soar. Today, most workplaces have some form of employee involvement and over half have some form of contingent pay (Millward 1994). Even the Trades Union Congress has joined the bandwagon: in its recent report on representation at work, it states: ‘the current framework does not provide the basis for securing the commitment and motivation of employees which economic success requires’ (TUC 1994). It

Journal

British Journal of Industrial RelationsWiley

Published: Sep 1, 1995

References

  • Unions and investment in British manufacturing industry
    Denny, Denny; Nickell, Nickell
  • Unions and investment in British industry
    Denny, Denny; Nickell, Nickell
  • Performance‐related pay: objectives and application
    Kessler, Kessler; Purcell, Purcell
  • In search of HRM
    Sisson, Sisson

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