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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)

Importance of trust in creating committed employees

Richard Berglund, a social scientist at the Department of Work Science at the University of Gothenburg [1], followed three companies during four years for his doctoral thesis while these companies introduced ‘lean production’. Lean production entails a continuous process of quality and improvement

Comparative analysis of information and consultation in five countries

The conference was the final step of the project INFORMIA [1] (Improvement of the process of workplace information and consultation [2] for better employees’ and workers’ representation in Europe). It was promoted by the Confederation of Independent Trade Unions in Bulgaria (CITUB [3]) and funded

No agreement on extending worker representation

In March 2010, a public committee set up to review the state of industrial democracy in Norway presented its recommendations in the form of a comprehensive report (in Norwegian) [1] (NOU 2010: 1). The recommendations show that there is a general consensus about the importance of the present

Extended international framework agreement at PSA Peugeot Citroën

The PSA Peugeot Citroën Group [1] has 190,000 employees worldwide, including 104,500 in France and 61,200 in Europe. It operates in 160 countries, generating one third of its sales outside Europe. The group owns two major subsidiaries: Faurecia [2] (52,715 employees) and Gefco [3] (9,620 employees)

Concept of employee privatisation returns

In the early 1990s, the Polish economy saw a huge wave of denationalisation. One of the paths of direct privatisation envisaged by the Act of privatisation and commercialisation of state-owned enterprises (hereafter called ‘the Act’) was so-called ‘employee leasing’. The law allowed for companies

Agreement at tram company includes three-way ‘employee voice’ process

Veolia Transport [1] operates a successful tram system, known as Luas [2] [Speed], in Ireland’s capital city of Dublin. Veolia Transport and the Services, Industrial, Professional and Technical Union (SIPTU [3]), which have a ‘closed shop’ arrangement at the company, concluded a new collective

From Renault to In Bev: the role of social dialogue in collective redundancy

On 27 February 1997, the French car manufacturer Renault [1] announced the closure of its site in Vilvorde in Flanders involving the loss of 3,097 jobs. The decision was very sudden and workers were taken by surprise. Renault management announced the decision to the press from the lounge of a hotel

Working conditions in health and social work sector

A study on ‘Health and safety committees and groups: Composition, activities and problems’ was carried out in the first three pilot sectors – health and social work, metalworking and transport – in September–October 2009. It is part of a two-year project ‘Health, safety and environment (HSE) in the

Survey examines industrial relations following regulatory changes

Employee participation in decision-making regarding the organisation of industrial relations and the establishment of decent working conditions [1] was the subject of regulatory changes that sought to create a legal framework for workplace relations in 2007. The legislative changes – which came into

Impact of workplace changes on health and well-being

Company reorganisation usually means a strategic organisational change in employees’ ways of working. These changes could, for example, imply modifications in terms of responsibilities, work performance, co-workers and colleagues or also with regard to the structure of the company. Reorganisation


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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