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Participation at work

Participation at work refers to the involvement of employees in management decision-making in the workplace by means other than information and consultation, either in relation to wider company issues (workplace social dialogue) or in their immediate job (task discretion).  

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EU context

According to Council Directive 2001/86/EC supplementing the European Company Statute with regard to the involvement of employees, participation is the influence of the body representative of the employees and/or the employee representatives in the affairs of a company through 1) the right to elect or appoint some of the members of the company’s supervisory or administrative organ, or 2) the right to recommend and/or oppose the appointment of some or all of the members of the company’s supervisory or administrative organ (Article 2(k)). This definition of participation is repeated in Council Directive 2003/72/EC of 22 July 2003 supplementing the Statute for a European Cooperative Society with regard to the involvement of employees.

 

European Industrial Relations Dictionary 

Eurofound expert(s)

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Gijs van Houten is a senior research manager in the Employment unit at Eurofound. He has specific expertise in cross-national survey methodology and the analysis of workplace...

Senior research manager,
Employment research unit
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Franz Eiffe is a research manager in the Working Life unit at Eurofound. He is involved in projects on sustainable work, quantitative analyses and upward convergence in the EU, as...

Research manager,
Working life research unit
Publications results (58)

Human resources contribute to the success of an organisation though their skills. According to the ability, motivation, opportunity (AMO) model, employee contributions to organisational performance depend on their skills, their motivation to draw on their skills, and the opportunities to do so

30 March 2023

The economic and labour market contribution of international businesses is well recognised, but policymakers could do more to help such enterprises to develop their activities. This policy brief explores the workplace practices in export-oriented establishments that may contribute to their success

06 October 2021

The EU has long supported innovation in business and in workplaces. The challenges facing Europe as it emerges from the COVID-19 crisis make the need for innovation more urgent. The NextGenerationEU recovery package requires a reorientation of business activities towards innovation for resilience

01 July 2021

This report is based on the fourth edition of the European Company Survey (ECS), which was carried out jointly by Eurofound and Cedefop in 2019. It describes a wide range of practices and strategies implemented by European companies in terms of work organisation, human resource management, skills

13 October 2020

How do organisations get the best out of their employees? Research on human resource management has found that a key practice is employee involvement: enabling employees to make decisions on their own work and to contribute to organisational decision-making. A high degree of employee involvement

06 July 2020

This study examines the interaction between social dialogue practices and human resources management (HRM) policies in European multinational companies (MNCs). It looks at the changing role of HRM and its interaction with European Works Councils (EWCs), which can act as a link between different

16 June 2020

Using data from the sixth European Working Conditions Survey (EWCS), carried out in 2015, the ERM report 2018 examines how workplace factors may influence the relationship between restructuring (with job losses) and the outcomes for employees. It also reviews policy and academic research on good

25 October 2018

Innovation is an important driver of improved competitiveness, productivity and growth potential. This report explores which workplace practices have the strongest links to innovative company behaviour, looking at innovation in the form of new or significantly changed products or processes, new or

22 June 2017

This paper is one in a series of sector profiles giving an overview of structural characteristics, work organisation practices, human resource management, employee participation and social dialogue in the health sector. It is based on the third European Company Survey (ECS). The sector includes all

22 December 2016

This paper is one in a series of sector profiles giving an overview of structural characteristics, work organisation practices, human resource management, employee participation and social dialogue in the education sector. It is based on the third European Company Survey (ECS). The sector includes

22 December 2016

Online resources results (200)

Government intervenes in Sintel dispute

Sintel, a Spanish telephone installation company and a former subsidiary of Telefónica, has been involved in a serious industrial dispute since February 2000 over unpaid wages, redundancy procedures and the suspension of payments. In September, at the initiative of the trade unions, the government

Belgian, Dutch and German construction unions sign cooperation agreement

In June 2000, construction workers' trade unions from Belgium, Germany and the Netherlands agreed a joint declaration on measures to seek harmonisation of working conditions in the industry. They also signed an innovative cooperation agreement, which comes into force on 1 October 2000, providing for

LO wants employee share-ownership regulated by collective agreements

On 6 September 2000, under the headline "LO fighting for shares", the /Politiken/ newspaper published an exclusive story which painted a very dramatic picture of a break by the Danish Confederation of Trade Unions (Landsorganisationen i Danmark, LO) with old traditions. "LO is ready for a historical

13% pay increase for top managers criticised by unions

While the average pay increase for Dutch workers amounted to 3.7% in 1999, top managers secured an average increase of 13% (excluding share-option schemes), it emerged in July 2000. Trade unions have called on employers to justify this development, which apparently contradicts their persistent calls

Managing employees in high-skill sectors

The "knowledge economy" has become a common term to encompass what are perceived to be all-embracing changes in the nature of competition and production. The key element is the idea that the widespread use of information and communication technologies has led to knowledge being the most important

Informal Employment Council maps out agenda for French Presidency

The informal meeting of the Employment and Social Policy Council which took place in Paris on 8 July 2000 was the first Council meeting under the French Presidency of the EU. The French labour and social affairs Minister, Martine Aubry, who chaired the meeting, stated: "The fact that the French

Employee share-ownership: agreement at Dalmine while debate resumes

At the end of May 2000, an important agreement on employee share-ownership was reached at Dalmine, a leading Italian manufacturer of unwelded steel tubes. The agreement also provides for the possibility of a representative of worker shareholders sitting on the board of directors. At the same time, a

New forms of employee financial participation

The economic context in Ireland has - as has frequently been noted - changed dramatically over the course of recent years from "managing crisis" to "managing growth and rising expectations". The continuing economic boom has thrown up a number of challenges and tensions. One such challenge is

New forms of employment and work: survey findings from the West Midlands

Research for the European Commission, carried out by Rachael McIlroy and Paul Marginson of the Industrial Relations Research Unit (IRRU), University of Warwick, in the summer of 1999 and reported in February 2000, analyses the use and regulation at workplace level of new forms of employment and work

Commission reports on implementation of European Works Councils Directive

In April 2000, theEuropean Commission adopted a report to theEuropean Parliament and the EU Council on the application of the 1994 European Works Councils (EWCs) Directive (94/45/EC) [1]. The report, prepared as part of the process of review after five years, which is written into the Directive


Blogs results (5)
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As we leave behind the lockdowns and business disruptions of COVID-19 and enter a ‘new normal’, it is time to talk about how workplaces might be transformed to drive innovation. Some may baulk at this suggestion, as we continue to grapple with the pandemic fallout, but crises have always been a

28 June 2021
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COVID-19 has shown that some things can hit us out of the blue. The pandemic sent a shockwave through businesses all over the world and has brought massive changes to work organisation, internal communication and day-to-day operations for many companies. Doubtless, the depth of the pandemic’s impact

21 June 2021
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The COVID-19 pandemic compelled governments to take exceptional measures to monitor and control the spread of the Coronavirus. Among them was the introduction in most EU Member States of tracking apps to gather data on citizens who have contracted the virus and to trace their contacts, a measure

13 January 2021
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According to the dictionary, an organisation is an organised group of people with a particular purpose. To achieve this purpose, tasks are divided between the members of the group, and the task of some of those people is to manage the others. Interestingly, whereas most tasks are allocated based on

27 November 2020
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Motivated workers have higher levels of engagement, better health and are able to work longer. Improving motivation at work is therefore a key component in meeting the challenges of Europe’s ageing workforce and improving the EU’s long-term competitiveness on a global scale. This means that

20 March 2019
Data results (2)
24 October 2023
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