This synoptic paper accompanies refereed articles, chapters in books and books published
between 1977 and 2001 by the author on the theme of trade union, managerial, and
employee perceptions of organisational participation and democracy at work and is
submitted for a PhD by Publication. It shows how these eleven publications represent a
"substantial, continuous and coherentb ody of work" on the theme and demonstratesh ow
they, both individually and collectively, have made an original contribution to knowledge
in this specific field.
The author distinguishes between direct participation and indirect or representative forms
of organisational participation and claims to have made a contribution to both. During the
period spanned by these twelve publications, perceptions of trade unions, management and
employees about organisational participation and democracy at work have undergone great
changes. In the 1970s, trade union perceptions of organisational participation and
democracy at work led the TUC among others to campaign for worker directors as a form
of industrial democracy to influence boardroom decisions outside the scope of collective
bargaining. The Labour government of the day supported the TUC initiative with the
Committee of Inquiry on Industrial Democracy chaired by Lord Bullock. The author
contributed to the national debate on worker directors with the publication of his book on
the British Steel Worker Directors. He also researched direct forms of employee
participation such as job enrichment, job enlargement, and autonomous working groups
internationally, arguing for their incorporation in industry.
When the Conservative Party came to power, the worker director avenue to indirect
employee participation at boardroom level was effectively blocked. The author then turned
his research attention to management-led forms of direct employee participation, namely
Quality Circles and Total Quality Management with their forms of employee
empowerment. His publications also foster participation for leavers and survivors in
corporate downsizing