ABSTRACT
Though the surge of activity in debate and practice over employee participation in organizational decision-making which peaked in the 1970s has subsided to more sober levels, continued interest in the subject has been maintained, but with a somewhat altered focus, reflecting changed political and economic priorities raised during a period of prolonged economic recession and trade union weakness. A significant expression of this change has been the shift in emphasis from representative forms of involvement, typified by the Bullock proposals for the appointment of worker directors, to participative strategies which aim at more direct contact between management and individual employees. A reflection of this approach can be seen in recent pronouncements by the Conservative government encouraging direct communication between organization and individual, linking the development of a shared culture of enterprise and initiative with the rewards which may be anticipated in consequence:
