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Employee Involvment and Participation in the Organisational Change Decision: Illawarra and Australian Patterns

A. Hodgkinson ()
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A. Hodgkinson: University of Wollongong

Economics Working Papers from School of Economics, University of Wollongong, NSW, Australia

Abstract: This paper analyses the patterns of employee involvement in organisational change decisions using data from the 1995 Australian Workplace Industrial Relations Survey and a parallel survey conducted in the Illawarra Region of NSW in 1996. The initial results suggested that there appeared to be a stronger preference for mechanisms involving direct negotiations with employees in the Illawarra region than for Australia as a whole. This may be a reaction to the militant reputation of unions in that region. However, there was no evidence from the Illawarra survey that local union delegates or officials had more negative attitude to organisational change than employees directly affected by these changes.

Keywords: DECISION MAKING; MANAGEMENT; EMPLOYEE (search for similar items in EconPapers)
JEL-codes: D20 D21 M12 (search for similar items in EconPapers)
Pages: 28 pages
Date: 1999
New Economics Papers: this item is included in nep-lab
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