Publisher's Synopsis
Through an examination of workplace participation, theoretical literature, and three case studies of participatory firms, Denning clarifies the difficult relationships between management and workers as both grapple with the transition toward greater employee decision-making power. Because different employees bring different attitudes and expectations for participation that affect how they interpret workplace changes, the implementation of greater worker input policies must carefully navigate these variables in order to develop a successful participatory workplace. This book questions the principal assumptions of participatory theory and offers an improved understanding of how to develop and practice employee participation. This book will be of interest to those in business and management as well as those in the field of democratic theory who seek to understand the increasingly important issue of constructive workplace participation.
