The Australian Workplace Industrial Relations Survey of 2,353 companies showed sporadic employee participation in decision making. Although case studies of Ford Motor, Australia Post, Lend Lease, Telecom Australia, and Woodlawn Mining illustrate successful programs, most managers appear cautious about industrial democracy. (SK)

Unless unions can gain a greater role in decision making on the content of work, they risk losing members to management-controlled participation schemes. (JOW)

Assessment of West German and Japanese systems of worker participation and of attempts to adapt these models to the United States do not provide conclusive evidence that these methods improve productivity and job satisfaction. (SK)

Provides a case study of a Japanese-owned British manufacturing plant. Its purpose was to establish reasons for the introduction of employee participation in the company's manufacturing plant. (JOW)

Despite the benefits of employee participation in decision making, it is not widespread. Making it work requires commitment, job security, training, access to information, communication channels, goal setting, flat organizational structures, and financial reinforcement. (SK)

Examines differences between Japanese and North American personnel management philosophies. Considers to what extent practices of Japanese corporations have been transferred to subsidiaries in Canada, India, Malaysia, and Singapore, compared to locally owned firms. Shows how cultural factors affect styles of personnel management. (SK)

Describes Sweden's massive effort to bring democracy to the workplace through programs of worker education and participation in industrial decision making. Stresses that the United States can learn much from the Swedish workplace education experience. (Author/MJL)

This book contains nine papers presented during a year-long series of seminars and a conference that analyzed the relationship between economic restructuring and industrial relations involving the joint academics, union leaders, government officials, business executives, and graduate fellows. These analyses include case studies from Western…

This book explores how two nations with widely divergent political economies, Germany and the United States (U.S.), embraced change in four contemporary settings. "Mutual Learning with Trade-Offs" (Kirsten Wever) discusses mutual learning and the distinguishing characteristics of the political economies of Germany and the U.S.…