MARC record from Internet Archive

LEADER: 05688cam 2200853 a 4500
001 ocm31604375
003 OCoLC
005 20190508072755.0
008 941104s1995 dcu b 001 0 eng
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043 $aa-ja---
050 00 $aHD5650$b.L437 1995
055 4 $aHD5650$bL48
082 00 $a658.3/14$220
084 $a85.51$2bcl
100 1 $aLevine, David I.,$d1960-
245 10 $aReinventing the workplace :$bhow business and employees can both win /$cDavid I. Levine.
260 $aWashington, D.C. :$bBrookings Institution,$c℗♭1995.
300 $axii, 222 pages ;$c24 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
504 $aIncludes bibliographical references (pages 181-211) and index.
505 0 $aCh. 1. Introduction -- Ch. 2. NUMMI: A Case Study -- Ch. 3. Employee Support -- Ch. 4. Managerial, Union, and Business Partner Support -- Ch. 5. Profits and Employee Involvement -- Ch. 6. Market Failures and Employee Involvement -- Ch. 7. Employee Involvement in Japan -- Ch. 8. Public Policies -- Ch. 9. Conclusion.
520 $aWhat is the future shape of the American workplace? This question is the focus of a national debate as the country strives to find a system that provides a good standard of living for workers while allowing U.S. businesses to succeed at home and compete abroad. In this book, David Levine uses case studies and extensive evidence to show that greater employee involvement in the workplace can significantly increase both productivity and worker satisfaction.
520 8 $aEmployee involvement has many labels, including high-performance workplaces, continuous improvement, or total quality management. The strongest underlying theme is that frontline employees who are actually performing the work will always have insights about how to improve their tasks. Employee involvement encompasses policies that, at the minimal end, permit workers to suggest improvement, and at the substantive end, create an integrated strategy to give all employees the ability, motivation, and authority to constantly improve the organization's operations.
520 8 $aDespite the evidence of its benefits, substantive employee involvement remains the exception in the U.S. work force. Levine explores the obstacles to its spread, which include legal barriers, capital markets that discourage investment in people, organizational inertia, and the costs of implementation. Levine concludes with specific public policy recommendations for increasing the extent of employee involvement, including changes in government regulation of capital and labor markets to encourage long-term investment and labor-management cooperation. He recommends macroeconomic policies to sustain high employment, less regulation for high-involvement workplaces, and training in schools and on the job to teach high-involvement practices. He also suggests new roles for unions and provides a checklist for employers to assess their progress in implementing employee involvement.
650 0 $aIndustrial management$xEmployee participation.
650 0 $aLabor productivity$xPsychological aspects.
650 0 $aJob satisfaction.
650 0 $aTeams in the workplace.
650 0 $aTotal quality management.
650 0 $aIndustrial management$xEmployee participation$zJapan.
650 6 $aGestion d'entreprise$xParticipation du personnel.
650 6 $aProductivite $xAspect psychologique.
650 6 $aSatisfaction au travail.
650 6 $aE quipes de travail.
650 6 $aQualite totale.
650 6 $aGestion d'entreprise$xParticipation du personnel$zJapon.
650 7 $aIndustrial management$xEmployee participation.$2fast$0(OCoLC)fst00971272
650 7 $aJob satisfaction.$2fast$0(OCoLC)fst00983720
650 7 $aLabor productivity$xPsychological aspects.$2fast$0(OCoLC)fst00990153
650 7 $aTeams in the workplace.$2fast$0(OCoLC)fst01144679
650 7 $aTotal quality management.$2fast$0(OCoLC)fst01153015
651 7 $aJapan.$2fast$0(OCoLC)fst01204082
650 17 $aArbeidsorganisatie.$2gtt
650 17 $aMedezeggenschap.$2gtt
650 17 $aParticiperend leiderschap.$2gtt
650 7 $aManagement$xEmployee participation$zJapan.$2sears
776 08 $iOnline version:$aLevine, David I., 1960-$tReinventing the workplace.$dWashington, D.C. : Brookings Institution, ℗♭1995$w(OCoLC)682948089
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