NCJ Number
102677
Journal
Labor Law Journal Volume: 37 Issue: 8 Dated: (August 1986) Pages: 520-524
Date Published
1986
Length
3 pages
Annotation
After defining and comparing employee involvement (EI) programs and alternative dispute settlement schemes, this article provides guidelines for implementing employee involvement programs.
Abstract
EI programs enable employees to participate in organizational problemsolving and decisionmaking through structured changes in the work environment. EI programs are similar to alternative dispute (AD) procedures in their use of variations of collective bargaining models of mediation and arbitration. Both approaches use problemsolving and consensus-building methodologies to achieve their goals. EI programs differ from AD procedures in requiring that union and management subdue inherently different orientations to adopt common organizational concerns that will facilitate joint decisionmaking. EI and AD programs also differ in the types of disputes handled. Whereas AD matters typically involve legal issues, EI procedures attempt to foster multiple inputs for corporate decisionmaking related to such issues as quality improvements, process changes, and working conditions modifications. EI programs are structured so that employees can directly influence their work life. EI programs should be implemented jointly by union and management representatives. EI structures should bear legal scrutiny so long as they reinforce the integrity of the collective bargaining process. 15 footnotes.