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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)

Poor information and communication hinders functioning of works councils

In 2006, at the request of the Ministry of Social Security and Labour (Socialinės apsaugos ir darbo ministerija, SADM [1]), the Institute of Labour and Social Research (Darbo ir socialinių tyrimų institutas, DSTI [2]) carried out a study entitled /Analysis of the establishment of works councils in

Critical role of managers in employee information and consultation

In February 2007, the Department of Trade and Industry (DTI [1]) published the report Embedding the provision of information and consultation in the workplace: A longitudinal analysis of employee outcomes in 1998 and 2004 (752Kb PDF) [2]. The report notes an increase in direct consultative practices

Positive effects of works councils on working conditions

It is difficult to isolate the effects of works councils – and institutionalised co-determination [1] in general – on the economic performance of a company or on its working conditions. This has been the subject of some debate, especially in Germany, within recent years. A recent analysis of the

Deterioration in information flow at work

According to Statistics Finland’s 2003 Quality of Work Life Survey [1], approximately 25% of Finnish employees face changes relating to their work, without any prior information about them. Two out of five employees (39%) are informed shortly before the change, and one third (34%) are informed at

Industrial relations in the EU Member States and candidate countries

European Union enlargement is approaching fast, with up to 12 countries from central and eastern Europe and the Mediterranean likely to join the EU from 2004 onwards. In this context, the European Industrial Relations Observatory (EIRO) has started to expand its coverage of industrial relations

Major restructuring agreement signed at Alitalia

In late March 2002, an important agreement was reached by Alitalia and trade unions on the restructuring of the Italian airline. The agreement relates to the company's business plan for 2002-3 and covers four main areas: general company restructuring measures, a joint procedure for monitoring the

SIPTU broadly positive on partnership outcomes

In April 2002, the Services Industrial Professional and Technical Union (SIPTU) - Ireland's largest trade union - issued a briefing document assessing the principal outcomes of the current national partnership agreement, the Programme for Prosperity and Fairness [1] (PPF) (IE0003149F [2]), entitled

Council discusses European Cooperative Society and protection against asbestos

The Employment and Social Policy Council of Ministers met in Brussels on 7 March 2002 under the Spanish Presidency to discuss a range of issues. The Council first held a debate in preparation for the Barcelona European Council meeting on the economic, social and environmental situation, which took

Final approval given to consultation Directive

In February 2002, the European Parliament and Council of Ministers formally adopted the EU Directive on national information and consultation rules. After the remaining formalities, the final, official text of Directive (2002/14/EC) establishing a general framework for informing and consulting

Problems emerge as works councils' role expands

In broad terms, works councils have become a generally accepted phenomenon in the Netherlands, and their role has expanded considerably over the years. At the same time, however, mounting problems have arisen, relating to issues such as a lack of interest in works councils among employees and the


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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