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This paper focuses attention upon the current public policy debate on employee participation in managerial decision‐making before the publication of the Bullock Report and, in particular, the apparent resurgence of popularity for the concept of joint consultation. In view of joint consultation's relatively unsuccessful history it may be that the implications of this development have been largely unrecognized. Current attitudes towards participation as exemplified in certain of the more important policy statements of management, unions and political parties are analysed in terms of the role allotted to joint consultation within them. Similarly, European experience with joint consultation is considered for its relevance for developments in Britain. The paper closes with discussion of the future role joint consultation could play as a vehicle in the development of employee participation and the key issues involved.

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