WORKPLACE COOPERATION:
An introductory guide
by Robert Heron
David Macdonald
Caroline Vandenabeele
| Foreword
1. What is workplace cooperation?
A. Definitions
B. Who are involved?
2. What are the objectives of workplace cooperation?
3. Forms of workers' participation
A. Information sharing
B. Consultation
C. Collective bargaining
D. Self-managed work groups
E. Financial participation
4. What are the external influences?
A. International labour standards
B. National factors
C. Cultural factors
D. Experience of other enterprises
5. Preconditions for workplace cooperation
Annex
|
Foreword
Many enterprises are endeavouring to improve their performance to meet the challenge of increased competition in domestic and world markets. They are realizing that their own employees - workers as well as managers - can and should be better involved and utilized. These enterprises have seen what others have achieved: investing in strategies to improve workplace relations through cooperative means (e.g. by information sharing, consultation and two-way communication) can promote innovation, improve flexibility and facilitate change. It can increase enterprise productivity, efficiency and competitiveness, and lead to more job satisfaction and better wages and working conditions for workers. It should also reduce the incidence of industrial disputes.
This publication outlines what workplace cooperation is, the principles and preconditions which underpin it, its objectives, who are involved, the forms such cooperation may take, and the factors which will influence its development.
There is, however, no single blueprint or model for workplace cooperation since each enterprise is different. The particular strategy adopted by an enterprise must take into account its size, whether it is at one location or geographically dispersed, the composition of its workforce, its industrial relations history and other related matters. Existing industrial relations arrangements in the enterprise (more importantly, collective bargaining processes and issues dealt with in that context) must be considered. Influences external to the enterprise - the political environment, the economic system, the industrial relations legislative and institutional framework, and custom and practice - will also have to be borne in mind.
Improving workplace relations requires sustained commitment by managers, workers and their representatives if positive and lasting changes are to be secured. This will take time and effort, but the benefits to all can be considerable. (i)
The guide has been prepared by Mr Robert Heron, Senior Labour Administration Specialist, Mr David Macdonald, Senior Industrial Relations Specialist, and Ms Caroline Vandenabeele, Associate Expert on Labour Law and Industrial Relations, of the ILO East Asia Multidisciplinary Advisory Team.
Translation of the guide into national languages is encouraged. Users' comments and suggestions for its improvement are appreciated. W.R. Simpson Director ILO East Asia Multidisciplinary Advisory Team (ILO/EASMAT) Bangkok
October 1997
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