An exploration of the factors that influence employee participation in Europe |
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| Affiliation: | 1. Departamento de Economı́a de la Empresa, Universidad Carlos III de Madrid, c/Madrid 126, 28903 Getafe (Madrid), Spain;2. Instituto de Empresa, Marı́a de Molina 12, 28006 Madrid, Spain;1. Department of Surgery/Urology, McMaster University, Hamilton, Ontario, Canada;2. McMaster Pediatric Surgery Research Collaborative, Department of Surgery, McMaster University, Hamilton, Ontario, Canada;3. Department of Clinical Epidemiology and Biostatistics, McMaster University, Hamilton, Ontario, Canada;4. Division of Urology, The Hospital for Sick Children, University of Toronto, Toronto, Ontario, Canada;1. Department of Electromagnetic Field, Czech Technical University in Prague, 2 Technicka, 16627 Prague, Czech Republic;2. Technical University of Ostrava, 17, Listopadu 15/2172, Ostrava 70833, Czech Republic;3. Optical Communications Research Group, NCRLab, Faculty of Engineering and Environment, Northumbria University, Newcastle-upon-Tyne NE1 8ST, UK;1. Thapar University, Patiala, Punjab, India;2. Radiant Institute of Engineering and Technology, Abohar, Punjab, India;1. Korea Atomic Energy Research Institute, 989-111 Daedeok-daero, Yuseong-gu, Daejeon 34057, South Korea;2. Department of Mechanical Engineering, Korea Advanced Institute of Science and Technology, 291 Daehak-ro, Yuseong-gu, Daejeon 34141, South Korea;3. School of Mechanical Engineering, University of the Witwatersrand, Johannesburg, Private Bag 3, Wits 2050, South Africa;1. Key Laboratory of Underwater Acoustic Communication and Marine Information Technology (Xiamen University), Ministry of Education, Xiamen 361005, China;2. College of Information Science and Electronic Engineering, Zhejiang University, Hangzhou 310027, China |
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| Abstract: | The goal of this study was to identify the determinants of direct employee participation in organizations across Europe. Some factors were predicted to be related to levels of participation in general, namely, competition, sector, the pursuit of a differentiation strategy based on either quality or service, and indirect participation. Two additional factors were expected to be differentially related to two forms of direct participation: consultation and delegation. These factors were organizational size and the pursuit of a cost leadership business strategy. The hypothesized relationships were contrasted using data from the EPOC survey, a representative survey of over 5,700 organizations located in 10 European Union countries. The results supported 11 of the 14 predicted relationships. |
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