Forming Effective Employee Information and Consultation: A Five‐Stage Trust and Justice Process

Abstract

In this paper we show how trust and justice influence the efficacy of employee information and consultation (I&C) bodies. Evidence is drawn from a 2-year qualitative study of I&C participants in two organizations in the UK. The research builds on Dietz and Fortin's conceptual five-stage model of the I&C process to provide a more nuanced understanding of I&C trust and justice outcomes. In particular, we point to crucial stages in the process, and how these influence the effectiveness of I&C mechanisms. Implications for theory and practice are discussed.

EWC Confidential. Confidentiality in European Works Councils and How Representatives Deal with it: Case Study and Survey Insights

“…By deploying this 'dancing' strategy, the EWC appears to receive timely information and proper consultation. The need for cooperation and trust in order to form an effective information and consultation procedure has also been stated by others (Kougiannou et al 2019). Furthermore, a partnership-based 'dancing' strategy could lead to a legitimate use of confidentiality as the management trusts the EWC with early and, thus, sensitive information.…”

Strategic or Silencing? Line Managers’ Repurposing of Employee Voice Mechanisms for High Performance

“…In instances where we do see managers modifying voice mechanisms (see e.g. Kougiannou, Dundon and Wilkinson, 2019), these are senior managers, not LMs. We do see some exceptions in the operational management literature regarding the initiation of suggestion schemes, for example, where an operational manager such as a project engineer may be responsible for their creation (Rapp and Eklund, 2002).…”

Inside the meetings: The role of managerial attitudes in approaches to information and consultation for employees

“…Managerial attitudes are often seen as key to the existence of highly developed employee voice practices (Johnstone & Wilkinson, 2018; Kougiannou et al., 2021; Poole et al., 2005; Timming, 2006, 2012). Marchington et al.…”

“…A related phenomenon concerning management attitudes towards worker representative voice is the importance of trust‐building between the parties (e.g. Kougiannou et al., 2015; Kougiannou et al., 2021; Schulz et al., 2021; Timming, 2009). However, underplayed in the trust literature is the influence of managerial prerogative (control) and managers’ attitudes towards employee representatives.…”

“…Several studies have assessed the potential utility of I&C for employees (e.g. Gomez et al., 2019; Hall et al., 2013; Holland et al., 2009; Kougiannou et al., 2015; Kougiannou et al., 2021; Koukiadaki, 2010). These studies have found that employees (and unions) can impact joint decision‐making outcomes.…”