Indian Journal of Industrial Relations: Economics & Social Dev.

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Employee Participation on Work Environment in Food Processing Industry in Denmark & New Zealand


Affiliations
1 NZ Work & Labour Market Institute, Auckland University of Technology
2 Aalborg University
     

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This article examines both direct and representative participation by employees. The hypothesis is that effectiveness of employee participation correlates positively with work environment quality. Comparison between Denmark and New Zealand (NZ) might be instructive since the representative participative practices are greater and longer in theformer. Food processing industry is critical to both the countries in terms of employment and export income. The qualitative and quantitative data for the two food processing plants case studies in each country was collected from relevant documents; three to six interviews in each plant including human resource managers, other senior mangers and employee representatives; and a questionnaire survey of a random sample of employees from each plant.
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  • Employee Participation on Work Environment in Food Processing Industry in Denmark & New Zealand

Abstract Views: 269  |  PDF Views: 2

Authors

Raymond Markey
NZ Work & Labour Market Institute, Auckland University of Technology
Candice Harris
NZ Work & Labour Market Institute, Auckland University of Technology
Jens Lind
Aalborg University
Ole Busck
Aalborg University
Herman Knudsen
Aalborg University

Abstract


This article examines both direct and representative participation by employees. The hypothesis is that effectiveness of employee participation correlates positively with work environment quality. Comparison between Denmark and New Zealand (NZ) might be instructive since the representative participative practices are greater and longer in theformer. Food processing industry is critical to both the countries in terms of employment and export income. The qualitative and quantitative data for the two food processing plants case studies in each country was collected from relevant documents; three to six interviews in each plant including human resource managers, other senior mangers and employee representatives; and a questionnaire survey of a random sample of employees from each plant.

References