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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)

This is the first issue of Foundation Focus. This edition places the spotlight firmly on restructuring and its implications from various angles. Contents include: European Commission initiatives on restructuring; Trends over the past 18 months; Worker participation and restructuring; Changing the

28 October 2005

The aim of this report is to provide a brief overview of the regulation and practice of information, consultation and other forms of employee involvement in the EU15 Member States plus Norway.

01 March 2005

This report is based on recent Foundation research into financial participation, incorporating the eight general principles outlined by the Commission in its framework Communication. It outlines the scale of financial participation across the European Union, highlights differences in national

20 October 2004
Publication
Research report

This report explains the concept of financial participation and what it means for small and medium-sized enterprises (SMEs). It explores the reasons for introducing financial participation in SMEs, the barriers and challenges that are encountered and also highlights the positive role that financial

01 September 2004

Financial participation has been the focus of increasing policy attention in recent years. This document summarises a Foundation study into financial participation which examined to what extent governments, trade union confederations and employer organisations influence the shape of financial

07 May 2004
Publication
Research report

Financial participation has been the focus of increasing attention over recent years. This report, which draws on research carried out in eight Member States (Belgium, France, Germany, Italy, the Netherlands, Portugal, Sweden and the United Kingdom), provides a comprehensive picture of the current

26 April 2004
Publication
Research report

In 1999 the Foundation began a major research project on the nature and extent of financial participation in the EU. The first phase updated the legislative and financial practices in the Member States and the information contained in the European Commission's Pepper I and II reports. The second

24 October 2003

A report highlighting key findings from the EPOC research project which charted development in the changing world of work, most significantly in the areas of work organisation. The main focus of the EPOC investigation was to show the extent of direct employee participation and to illustrate the role

29 November 2000
Publication
Research report

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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