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Employee perceptions of job influence and organizational participation Employee Perceptions

Delbridge, Rick and Whitfield, Keith Leslie 2001. Employee perceptions of job influence and organizational participation Employee Perceptions. Industrial Relations: A Journal of Economy & Society 40 (3) , pp. 472-489. 10.1111/0019-8676.00220

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Abstract

An analysis using British matched employer-employee data finds that workers in establishments operating employee participation schemes feel that they have greater influence over their jobs. Schemes involving broader forms of participation, such as representative participation and briefing groups, are shown to be more strongly associated with greater influence than those of a more focused type, such as quality circles and work teams. There is little evidence of a strong positive interaction between these types of schemes.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
ISSN: 1468232X
Last Modified: 04 Jun 2017 01:47
URI: http://orca.cf.ac.uk/id/eprint/2673

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Cited 78 times in Google Scholar. View in Google Scholar

Cited 32 times in Web of Science. View in Web of Science.

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