Public universities in the United States confront drastic changes as labour relations continue to evolve towards neoliberal managerial practices. Increasingly, faculty feel excluded from decision-making processes influencing their lives. This article provides a case study of Public Midwestern University (PMU, a pseudonym), where a faculty union…

For most of the past decade, this author has studied union-management efforts to improve public education, and has witnessed extraordinary examples of teachers, union leaders, and administrators working together to improve teaching and learning. In this article, seven case studies on collaborative partnerships between teachers' unions and…

A survey of 86 union representatives in worksites with employee participation programs was followed 3 years later with a survey of 66 reps and 49 corresponding managers. Only 20-30% of the programs failed, although management and union opinions differed. Union reps attributed failure to poor labor relations and were more likely than management to…

American Telephone and Telegraph (AT&T) and the union representing its workers--Communications Workers of America--have cooperated in a quality of work life program unique in scope and intensity: a labor-management agreement in which 40,000 Bell System employees have participated. Commitment to the program has survived a 1983 strike and the…

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)

Describes the complex West Germany system of involving employees in the management of large industrial companies. (IRT)

The legality of employment involvement programs--participation of workers in workplace decision making--has not been established. Three National Labor Relations Board decisions illustrate the complex legal, policy, and economic issues relayed to faculty unions. (SK)

Reviews the literature and analyses of the joint problem-solving strategies that have emerged during the 1980s and are used by management and labor to improve company performance, employee welfare, and labor-management relations. Includes a 58-item bibliography and 32 additional references. (JOW)

The article presents another approach to individual motivation--participative management--which concerns an emotional rather than financial commitment to the job through involvement and job satisfaction. The author favors within this approach: employee participation in decision-making, entitlement to information, and the establishment of…

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)

The new superintendent of Montgomery Township (New Jersey) Schools was confronted with multiple crises ranging from labor disputes and a defeated budget to poor staff and community relations. A nurturing, problem-solving ambience was needed. This article discusses theoretical bases for participant involvement in decision making and the methodology…

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)