MARC Record from marc_columbia

LEADER: 03925fam a2200457 a 4500
001 1607098
005 20220608195509.0
008 941104t19951995dcu b 001 0 eng
010 $a 94024066
020 $a0815752326 (alk. paper)
020 $a0815752318 (pbk. : alk. paper)
035 $a(OCoLC)31604375
035 $a(OCoLC)ocm31604375
035 $9AKL3239CU
035 $a(NNC)1607098
035 $a1607098
040 $aDLC$cDLC$dDLC$dOrLoB
043 $aa-ja---
050 00 $aHD5650$b.L437 1995
082 00 $a658.3/14$220
100 1 $aLevine, David I.,$d1960-$0http://id.loc.gov/authorities/names/n94108100
245 10 $aReinventing the workplace :$bhow business and employees can both win /$cDavid I. Levine.
260 $aWashington, D.C. :$bBrookings Institution,$c[1995], ©1995.
300 $axii, 222 pages ;$c24 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
504 $aIncludes bibliographical references (p. 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.
520 8 $aEmployee 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.
520 8 $aLevine 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.
520 8 $aHe 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.$0http://id.loc.gov/authorities/subjects/sh85065892
650 0 $aLabor productivity$xPsychological aspects.
650 0 $aJob satisfaction.$0http://id.loc.gov/authorities/subjects/sh85070581
650 0 $aTeams in the workplace.$0http://id.loc.gov/authorities/subjects/sh85148150
650 0 $aTotal quality management.$0http://id.loc.gov/authorities/subjects/sh91000952
650 0 $aIndustrial management$xEmployee participation$zJapan.$0http://id.loc.gov/authorities/subjects/sh2009127020
852 00 $boff,bus$hHD5650$i.L437 1995