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Workplace partnership and employee involvement – contradictions and synergies: Evidence from a heavy engineering case study

Author

Listed:
  • Peter Butler

    (De Montfort University, UK)

  • Olga Tregaskis

    (University of East Anglia, UK)

  • Linda Glover

    (De Montfort University, UK)

Abstract

This article considers the workplace partnership–employee involvement nexus. While an empirical association has been recorded, there has been limited exploration of the potential benefits to be derived from the coupling of these interventions. Developing the idea of forward and reverse synergies this article argues the relationship is complex. The tendency for partnership to act as an antecedent for the utilization of employee involvement and wider organizational change has been documented – forward synergy. However, the reverse scenario, where involvement is used by management to initiate and subsequently bolster workplace cooperation and consensus has received far less scrutiny. This article seeks to shed light on both phenomena.

Suggested Citation

  • Peter Butler & Olga Tregaskis & Linda Glover, 2013. "Workplace partnership and employee involvement – contradictions and synergies: Evidence from a heavy engineering case study," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 34(1), pages 5-24, February.
    • Handle: RePEc:sae:ecoind:v:34:y:2013:i:1:p:5-24
    DOI: 10.1177/0143831X11423113
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    References listed on IDEAS

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