Ancré dans le champ du marketing interne, ce travail s’intéresse au phénomène de participation des salariés à la prise de décision. Inscrit dans le paradigme interprétativiste, il adopte une approche qualitative compréhensive et s’appuie sur une méthode d’étude de cas. Il est illustré par le cas de la démarche « Vision 2020 », mise en place auprès des salariés de la RATP en vue de la création du plan d’entreprise 2013-2020. Abordés dans une perspective systémique et interactionnelle, propre à l’approche communicationnelle de l’école de Palo Alto, les résultats émanent d’un raisonnement abductif et sont construits à l’aide d’un processus itératif d’allers retours entre la théorie, le recueil et l’analyse des données empiriques. Ainsi, l’analyse et l’interprétation des données recueillies par triangulation ont permis d’aborder la notion de participation selon trois angles, en se plaçant du point du vue des salariés : la conceptualisation du phénomène de participation, les objectifs et les effets de ce type d’initiative et les éléments pouvant exercer une influence sur l’attitude des employés envers celle-ci. Ce travail a par ailleurs souligné des enjeux majeurs inhérents à la participation des salariés, tels que le suivi de l’action participative, l’importance des supports, l’évolution de l’attitude des salariés lors de la mise en place de ce type d’action, ou encore le rôle particulier du manager dans ce type de démarche. Il constitue une théorisation de pratiques managériales existantes. / Anchored in the field of internal marketing, this work investigates the phenomenon of employee participation in decision-making. Inside an interpretivist paradigm, it adopts a qualitative and comprehensive approach, based on a case study method. We choose the case of the initiative "Vision 2020", set up with RATP employees in order to create the 2013 to 2020 business plan. Addressed in a systemic and interactional perspective, specific to the communication approach of Palo Alto, the findings result from an abductive reasoning and are built using an iterative process that goes back and forth between theory, collection and analysis of empirical data. The analysis and interpretation of data collected by triangulation thus allow us to address the notion of participation from three angles, adopting the point of view of employees: the conceptualization of the phenomenon of participation, the objectives and effects of this type of initiative and the elements influencing the attitude of employees towards it. This work highlights major challenges inherent in employee participation, such as the monitoring of participatory action, the importance of media, changing the attitude of employees during the implementation of this type action, or the special role of the manager in this type of initiative. It proposes a theorization of existing management practices.

Skirtingai nei daugelyje ES šalių, Lietuvoje darbuotojų atstovavimas bei dalyvavimas priimant sprendimus iki šiol buvo itin žemas. 2004 metais priėmus Darbo tarybų įstatymą buvo sudarytos didesnės galimybės Lietuvos dirbančiųjų socializacijai todėl buvo svarbu įvertinti, kaip darbuotojai pasinaudojo jiems suteiktomis teisėmis. Šio magistro darbo objektas – darbo tarybos ir jų veikla Lietuvoje; hipotezė – darbo tarybos skatina darbuotojų socializaciją. Darbo tikslas – įvertinti darbo tarybų paplitimą Lietuvoje bei jų įtaką darbuotojų socializacijai. Siekiant užsibrėžto tikslo buvo atlikta teorinės literatūros analizė bei Lietuvos įmonių, kuriose yra išrinktos darbo tarybos, darbuotojų bei darbo tarybų narių apklausa. Gauti rezultatai leido patvirtinti iškeltą hipotezę - daugelyje įmonių, kuriose buvo išrinktos darbo tarybos, buvo pasirašytos kolektyvinės sutartys arba vyko derybos dėl jų pasirašymo. Šių įmonių darbuotojai gauna reikiamą informaciją, darbdavys konsultuojasi su jais priimant sprendimus. Pagrindiniai darbo siūlymai susijęs su didesnio informuotumo apie darbo tarybų veiklą poreikiu visais - visuomenės, įmonės, darbo tarybos - lygmenimis. / Differently than in other EU countries, the level of employees’ socialization, i.e. employees’ representation and participation in enterprise level decision-making, in Lithuania is exceptionally low. In 2004 the Law on Works Councils was adopted and therefore the conditions for better employees’ socialization were created. The aim of this work is to evaluate how employees used opportunities provided by the Law, i.e. to measure the prevalence of works councils in Lithuania as well as their impact for employees’ socialization. The object of this work is works councils and their activities in Lithuania, the main hypothesis – works councils foster employees’ socialization. In order to evaluate the influence of works councils on employees’ socialization the theoretical as well as historical aspects of employees’ participation were analysed and survey of Lithuanian enterprises, employees and works councils’ members were carried out. The results achieved showed that on average 4% of Lithuanian enterprises have works councils elected and this share increases with the size of enterprise. The hypothesis raised was confirmed – in the most enterprises with works councils the collective agreements were signed (or collective bargaining took place), employees are consulted and receive all the information necessary to participate in decision making. Main proposals are related to the campaigns intended to inform works councils members, employees and society as a whole about the activities of... [to full text]

This study examines and describes the perceptions of human resource professionals about their contribution and that of their departments to strategic planning and management. Human resource leaders from organizations with five hundred or more employees in Southern California responded to this survey. The significance of this study is its potential to increase our understanding of the contribution of the human resource function to strategic planning.

Magister Philosophiae - MPhil / The main objective of this research is to asses the effectiveness of the channels (collective bargaining and workplace forums) created by the LRA for employee‟s participation in decision making in the mining sector. Problems related to employee participation will be examined to determine whether they are structural or due to shortcomings in the LRA. If it is found that there are shortcomings of the labour legislation in this regard, recommendations on how the shortcoming can be addressed will be made. The significance of this research paper is that it attempts to determine the efficacy of the current statutorily protected channels for employee participation in the mining sector against the backdrop of prevalent theories on employee participation. Although many labour law authors have commented on the role of workplace forums in South Africa, the relative advantages of workplace forums have not been analysed through the lens of the theories on employee participation

Le rôle des salariés dans le fonctionnement des entreprises trouve appui sur l’alinéa 8du Préambule de la Constitution de 1946 : « tout travailleur participe, par l’intermédiaire de ses délégués, à la détermination collective des conditions de travail ainsi qu’à la gestion des entreprises. ». La participation des salariés a pourtant été lente à s’imposer. La crise économique a révélé l’importance de leur association aux décisions sociétales. Les politiques publiques ont tenté de rééquilibrer les forces en présence afin de circonscrire les effets du capitalisme. Des lois successives ont accru les pouvoirs des salariés et des institutions représentatives du personnel dans l’entreprise pour en faire de véritables acteurs dans la gestion de celle-ci. Le paysage législatif révèle la volonté du législateur de faire de l’entreprise une démocratie dans laquelle toutes les parties doivent s’exprimer. Toutefois, que le salarié soit traité comme un associé ou un administrateur, salariés et entrepreneurs demeurent distincts. / The role of the employees in the management of the companies is based on paragraph 8 ofthe preamble of the Constitution of 1946 : « Every employee participates, through one of its delegates, to the collective determination of the working conditions as well as the company management. » The implementation of the employees’ participation has however been slow. The economic crisis has revealed the importance of the employees’ association in corporate decisions. Public politics have tried to rebalance current forces in order to circumscribe the effects of the capitalism. Successive laws have increased the powers of employees and of the representative institutions of the personnel in the company so that they could become real actors in the management of the company. The legislative landscape reveals the intention of the legislator to design the company as a democracy in which all the parties shall express themselves. However, regardless of whether the employee is a shareholder or an administrator, employees and entrepreneurs remain distinct.