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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 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 public administration and defence sector. It is based on the third European Company Survey (ECS

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 business, administration and other services sector. It is based on the third European Company

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 industry sector. It is based on the third European Company Survey (ECS). The sector includes

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 financial services sector. It is based on the third European Company Survey (ECS). The sector

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 transport sector. It is based on the third European Company Survey (ECS). The sector includes

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 commerce and hospitality sector. It is based on the third European Company Survey (ECS). The

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 construction sector. It is based on the third European Company Survey (ECS). The sector

22 December 2016

This topical update looks at the issue of employee involvement and participation at work, specifically reviewing recent pieces of research at EU and national level, EU directives, changes in the legal framework, social partner initiatives and debates identified in EurWORK quarterly reports during

25 October 2016

This report maps, analyses and discusses key dimensions and indicators for a comparative framework of industrial relations. It then identifies and assesses existing data sources that can be used to measure the different dimensions of the comparative framework.

30 September 2016

Well-functioning social dialogue is a key component for the successful design and implementation of reforms needed to increase the competitiveness of Europe’s economies and create more jobs. It balances workers’ and employers’ interests and contributes to both economic competitiveness and social

06 September 2016

Online resources results (200)

UK: New research highlights limited impact of ICE regulations

A report commissioned by Acas examines the incidence, composition and operation of joint consultative committees in UK workplaces. Findings show an aggregate stability in workplace level joint consultative committees between 2004 and 2011, a decline in higher-level consultative committees, and an

UK: Key employment law changes come into force

A range of employment law changes took effect in the United Kingdom in spring and early summer 2014. This article outlines the main changes introduced and the dates on which they came into force.

France: Study finds bonus payments have no effect on total employee remuneration

The use of financial participation schemes is a subject of public debate and policy initiatives in France since the early 1980s. A study on the relationship between bonus payment schemes and wage levels has found that the payment of bonuses to employees has no effect on total remuneration and a

Social media campaign promotes union membership

Union membership began its decline in Finland in the early 1990s and dropped by more than 10 percentage points in less than 10 years. Figures show it decreased from a peak of 84% in 1993 to 73% at the beginning of the 2000s.

Trade unions’ initiative promotes social dialogue

In November 2010, the National Trade Union Confederation Meridian (CSN Meridian [1]), and the Farmers’ Federation (FAF [2]) started a joint project to promote social dialogue in rural areas of Romania. The three-year project, Together for the development of social dialogue in Romania, was co

Controversy over employee information and consultation procedure

The general framework of employee information and consultation is regulated by Act 467/2006, which transposes Directive 2002/14/EC [1] into Romanian law, and stipulates the right of management and labour to ‘define freely and at any time through negotiated agreement the practical arrangements for

Radical reform to work incapacity rules

Around 10% of the Estonian population aged between 20 and 64 is registered as having a permanent incapacity for work. This proportion has been increasing year after year – from 8.8% in 2008 to 10.7% in 2012. In 2012, the labour force participation rate of people with incapacity to work was 51%, that

Union reacts angrily to critical hospital report

The Government of Malta [1] commissioned former Health Minister John Dalli to compile a report on the management of the country’s main public hospital, Mater Dei [2], located in Msida. The report was published at the end of November 2013. Mr Dalli, a former EU Commissioner, was Minister of Health

Quality framework for anticipating company change and restructuring

In January 2012, the European Commission published a Green Paper on restructuring and anticipation of change (*EU1201041I* [1]). It led to the publication of a report drawn up by Spanish socialist member Alejandro Cercas, known as the Cercas Report, which was endorsed by a large majority of MEPs and

Commission details plans to cut red tape

The European Commission says it is determined to continue its efforts to streamline its legislation. On 2 October 2013 it issued its Communication (COM (2013) 685 (150KB PDF) [1]) on the Regulatory Fitness and Performance (REFIT): Results and Next Steps. [1] http://ec.europa.eu/commission_2010-2014


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
Reference period:

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