Workers’ Participation in Management Concept: Literature Review

Shende S. P. and Dr. Patil G. B. (2015) undertook a study of the 25 industries in 12 industrial zones of Nagpur division for the purpose to know the existing status of Workers’ Participation in Management concept. Being a social entity the each worker has his own hopes/ feelings/ attitude and behavior/ anxieties/ aspirations towards his working life. He seeks all these contents in his quality of working life at work place and when meet in appropriate proportions he feels great Job satisfaction. On the other hand, when he disappointed to meet the above mentioned contents in his quality of working life then he inclines to engage in negative comportments like absenteeism, lack of concern, lower commitment level etc. which certainly convert into the substandard product with low productivity. They further described that the term Workers' Participation in Management refers to the a variety of means and methods by which workers play a part in decisions regarding to the utilization of their skills as well as available resources in the production process. It amends the caliber of understandings between employers and employees, which lead to better efforts and harmony ultimately increases productivity.

Rajarathi K. and Sathyapriya J. (2016) have define the Workers’ Participation as every practices which sanctions the workers to exercise control over their working organizations. Workers' must have a say in matters those directly and indirectly affect their working lives. They are additionally a party while formulation and implementations the decisions those affect their lives at workplace. This is employer’s obligation to provide a safe passage to control decision-making process, which affect them as far as workers’ working lives are concerned. They Conduct their Descriptive research study at TNPL, Karur and culled 133 responsdents through the simple random sampling technique and collected the required data through a structured survey questionnaire/ journals/ magazines, and websites by using the Chi square test.

Prabhakar A.(2015), expressed that the organizations must take some decisions to perform their activities on routine substratum. However, while doing so it is the employers’ responsibility to take workers opinion into the consideration as they genuinely perform on the grass root level. Hence, the enterprises promotes and sustain the employee participation in the managerial decision-making process in its working culture, as it assists enhancement the level of productivity/ quality/ safety etc., and withal avails organizations to attain their critical objectives.

He further states that individual's productivity is honestly proportional to her/ his job cognate posture, which is established from his degree of involution and sense of relatedness/ belongingness. He discussed throughly the five implements to ascertain the sucessful workers' participation in management, namely, co-partnership/ joint consultations/ suggestion scheme/ Management by Objective (MBO)/ and Quality Circle.

Thakur N.(2014), gave accentuate on a survey study, which involved two hundred and senenteen respondents drawn for interview schedule and in-depth interview from the Flour Mills and Sugar Mills located in Uttar-Pradesh. Inthis study he used mainly the chi-square test for analysis of data while the respondents were culled through a combination of clustering and systematic sampling methods. The findings of this paper illustrate that employees working in both the mills express a higher degree of awareness towards the participation in the decision-making process inside their particular workplaces. Although, the genuine level of participation in managerial decision-making process confirmed by the employees was found to be comparatively low. In the floor mills there is a paramount affiliation between inculcation and employees’ participation in decision-making process. On the other hand, in sugar mills there is a paramount affiliation amid employees’ age and their participation in the decision-making process, as well as between frequency of organisational assurance and employees’ consultation. At the last this study discloses an insperiations of employees in the Indian work culture to work out better participation in the decision-making process of their particular workplaces.

Bławat A. (2014), did a critical analysis of Mondragón Corporate Cooperativa which for many years has been comfortably concerning with the philosophy of Workers' participation in management. He found that industrial democracy in the Mondragón Corporate Cooperativa is not only manifest by employee ownership/ profit-sharing/ clearness in communication, but withal by the democratic cull of central bodies and making most of paramount assessment by voting. His analysis shows how the Mondragón Corporate Cooperativa is planned and controlled to facilitate sanction all employees to participate in routine decision-making process, in setting organizational objectives, in incipient recriutement and culling their representatives, to designate just a few. All of these uniqueness have consequential persuade on the posture of employees towards the organization, their consciousness of the workplace and additionally the specificity of quandaries that take place in the Mondragón Corporate Cooperativa.