TY - JOUR
T1 - Inside the meetings
T2 - The role of managerial attitudes in approaches to information and consultation for employees
AU - Kougiannou, Nadia K.
AU - Wilkinson, Adrian
AU - Dundon, Tony
N1 - Publisher Copyright:
© 2021 The Authors. British Journal of Industrial Relations published by John Wiley & Sons Ltd.
PY - 2022/9
Y1 - 2022/9
N2 - Managerial attitudes are often seen as critical to sustainable employee participation practices, yet very little is known about how managers act within employee voice fora. We examine managements’ decision to actively consult with employees, and by doing so contribute to industrial relations debates concerning the role of managerial prerogative and trust to better understand the attitudes of managers towards elected employee representatives. Using evidence from a 2-year longitudinal study of non-union employee representation, we report on how managements’ perception of risk about sharing information with employee representatives influences their decision as to how to consult with employees. The findings show that managers can be unwilling to share information with employee representatives, which constrains the depth and scope of consultation. The role of management decision-makers, typically the I&C fora Chairperson, is highlighted as champion for, or obstacle to, consultation. Lastly, the data illustrate that I&C is viewed by management as a lower strategic organizational priority, and how extending worker voice is constrained by the importance management place on maintaining their presumed prerogative of control. Implications for theory and practice are discussed.
AB - Managerial attitudes are often seen as critical to sustainable employee participation practices, yet very little is known about how managers act within employee voice fora. We examine managements’ decision to actively consult with employees, and by doing so contribute to industrial relations debates concerning the role of managerial prerogative and trust to better understand the attitudes of managers towards elected employee representatives. Using evidence from a 2-year longitudinal study of non-union employee representation, we report on how managements’ perception of risk about sharing information with employee representatives influences their decision as to how to consult with employees. The findings show that managers can be unwilling to share information with employee representatives, which constrains the depth and scope of consultation. The role of management decision-makers, typically the I&C fora Chairperson, is highlighted as champion for, or obstacle to, consultation. Lastly, the data illustrate that I&C is viewed by management as a lower strategic organizational priority, and how extending worker voice is constrained by the importance management place on maintaining their presumed prerogative of control. Implications for theory and practice are discussed.
UR - http://www.scopus.com/inward/record.url?scp=85118335514&partnerID=8YFLogxK
U2 - 10.1111/bjir.12650
DO - 10.1111/bjir.12650
M3 - Article
AN - SCOPUS:85118335514
SN - 0007-1080
VL - 60
SP - 585
EP - 605
JO - British Journal of Industrial Relations
JF - British Journal of Industrial Relations
IS - 3
ER -