The Influence of Managerial Relations on Waves of Employee Involvement

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Abstract
One of the most enduring issues in the debate about employee involvement (EI) and workers' participation is how it survives over time, and to what extent the dynamics of EI is linked with labour‐management relations. In this article, which draws upon data collected in a two‐year study of 25 organizations, it is suggested that managerial relations is a significant factor in explaining waves of EI, and one that is frequently overlooked. Waves of EI can be assessed in terms of the twin concepts of centrality and prominence, terms that are amplified below. The introduction of EI techniques is motivated by a number of forces, but one of the most important is a desire by managers to be noticed, to engage in ‘impression management’, via the creation of new schemes. Despite having high‐profile introductions, these schemes soon tend to fade in importance, to a large extent because of problems within management such as internal political rivalries, low supervisory commitment to schemes, inadequate training provision or the downgrading of EI by management arising from conflicting priorities.