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Employee Involvement and Participation as a Function of Labor Relations and Human Resource Management: Evidence from Greek Subsidiaries of Multinational Companies in the Pharmaceutical Industry

Author

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  • Eleni Triantafillidou

    (Department of Economics, Democritus University of Thrace, 69100 Komotini, Greece)

  • Theodore Koutroukis

    (Department of Economics, Democritus University of Thrace, 69100 Komotini, Greece)

Abstract

Employee involvement and participation is part of Labor Relations and Human Resource Management. This study is to identify how and to what extent employee involvement and employee participation mechanisms are used in the Greek subsidiaries of multinational companies in the pharmaceutical industry. The issues examined in this study are the design of employee involvement and participation practices, the similarities and differences of employee participation practices in the group of companies internationally, corporate employee communication and consultation mechanisms, corporate policy towards trade unions and the EWC nature and agreements. The research method is qualitative with semi-structured interviews conducted with management executives, human resource management executives and the selected organizations participating in the study are active in the pharmaceutical industry and fall within the scope of Directive 2009/38/EC/16.5.2009 on the right of employees to information and consultation at Community-scale companies and groups of companies. The findings indicate that most of the participant companies when designing employee involvement and participation practices, consider a formal model of best practices that has been codified for all multinational companies. Regarding the global company’s policy on consultation and employee involvement most of the participant companies state that they provide a little more than the institutional framework requires. Nevertheless, management receives information about the activity and meetings of the EWC systematically at the time of EWC meetings. Increasing employee participation requires both management attention and initiatives on the part of employees.

Suggested Citation

  • Eleni Triantafillidou & Theodore Koutroukis, 2022. "Employee Involvement and Participation as a Function of Labor Relations and Human Resource Management: Evidence from Greek Subsidiaries of Multinational Companies in the Pharmaceutical Industry," Administrative Sciences, MDPI, vol. 12(1), pages 1-13, March.
  • Handle: RePEc:gam:jadmsc:v:12:y:2022:i:1:p:41-:d:767117
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    References listed on IDEAS

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    1. Erica Romero Pender & Patricia Elgoibar & Lourdes Munduate & Ana Belén García & Martin C Euwema, 2018. "Improving social dialogue: What employers expect from employee representatives," The Economic and Labour Relations Review, , vol. 29(2), pages 169-189, June.
    2. John H. Dunning & Sarianna M. Lundan, 2008. "Multinational Enterprises and the Global Economy, Second Edition," Books, Edward Elgar Publishing, number 3215.
    3. Isabell Koinig & Franzisca Weder, 2021. "Employee Representatives and a Good Working Life: Achieving Social and Communicative Sustainability for HRM," Sustainability, MDPI, vol. 13(14), pages 1-19, July.
    4. Urtzi Uribetxebarria & Alaine Garmendia & Unai Elorza, 2021. "Does employee participation matter? An empirical study on the effects of participation on well-being and organizational performance," Central European Journal of Operations Research, Springer;Slovak Society for Operations Research;Hungarian Operational Research Society;Czech Society for Operations Research;Österr. Gesellschaft für Operations Research (ÖGOR);Slovenian Society Informatika - Section for Operational Research;Croatian Operational Research Society, vol. 29(4), pages 1397-1425, December.
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    1. Eleni Triantafillidou & Theodore Koutroukis, 2022. "Human Resource Management, Employee Participation and European Works Councils: The Case of Pharmaceutical Industry in Greece," Societies, MDPI, vol. 12(6), pages 1-18, November.

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