CHAPTER ❶

INTRODUCTION

1.0 INTRODUCTION
The terms employee participation first began to appear in
management literature in the late 1970’s.(Farnham,1993,)Since the
late 1970’s lot of companies have implemented some form of
employee participation program designed to workplace policies and
develop and effect operational changes advantages advantageous to
both management and worker .Such programs, variously referred to as
managed work teams ,quality of work life groups, action committees
or worker-manager committees, typically provide a forum in which
employees may present proposals or ideas to management concerning
workplace issues and obtain a management response. Many managers
believe that this type of worker-employer cooperation is highly
beneficial to both parties and useful for the company itself to compete
in a global economy.

1.1 BACKGROUND INFORMATION

The development of Human Resource Management in the last few
decades certainly emphasizes individualism and the direct relationship
between management and its employees. Nowadays employees are
encouraged to make their own day in the organizations. Employee
participation and involvement are two ways to work the employees
harder for their benefit and hence foe the benefit of the organization.
The best thing about employee participation and employee
involvement is ,it makes employees to feel a real sense of worth in
the organization and it gives more power to them within the
enterprise .That is why the importance and scope of employee
participation and involvement are crucial to the success of the
enterprise.

Participation is a conception that has not been well understood by

many people in the field of human relations. Whist it is praised by
some others condemn it. Yet still, other use it considerable success.

Those who propose the use of employee participation in the decision-

making process in organizations give the impression that it will
eliminate conflicts and disagreements. These enthusiasts appear to
believe that people yearn to participate. They give the impression that
it is a formula which can be applied by any manager regardless of his
skill. Those who are against the concept of employees participation
are however of the view that it is a form of managerial abdication.
They argue that it wastes time, efficiency and weakens management
effectiveness.

For some other group of managers ,employee participation is a

manipulative device for getting people do what they want “under
conditions which delude the participation into thinking they have a
voice in decision making”(Albrook,Robert)