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 employeesâ commitment to achieving the organisationâs 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: âthe current framework does not provide the basis for securing the commitment and motivation of employees which economic success requiresâ (TUC 1994). It
British Journal of Industrial Relations – Wiley
Published: Sep 1, 1995
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