Abstract
One of the consequences of Britain’s decision to join the EEC was a heightened interest by government, employers and trade unionists in the issue of employee involvement in the decision-making processes of the organizations for which they worked. During the 1970s, in line with thinking and practice in other member states of the EEC, the focus was on collective forms of employee involvement. Since the early 1980s, this focus in Britain, but not elsewhere in the EC, has shifted fundamentally towards developing individual forms of employee involvement. This tension between preferences in Britain, as against those in the remainder of the EC, was part of the reason why the consent of the British Government to the establishment of the European Union was conditional on Britain being permitted to opt out of the Social Protocol to the Maastricht Treaty.
Original language | English |
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Pages (from-to) | 48-61 |
Number of pages | 14 |
Journal | Employee Relations |
Volume | 16 |
Issue number | 4 |
DOIs | |
Publication status | Published - 1994 |