从人力资源管理的视角来看,增强员工参与度是一种可以有效化解劳资矛盾进而提升生产效率的管理策略。然而,在很多西方国家的劳动关系研究中,也不乏对“员工是否真正参与了”的质疑与批评。这样的批评具有两重含义,其一,所谓员工参与还是限制在了生产领域,员工并没有实质性地参与企业管理;其二,员工参与只被管理者作为增强控制的一种手段。长期来看,表面化的员工参与不是一种能够持续有效的管理手段,反倒很有可能破坏劳资之间的信任与合作关系。 From the perspective of human resources management, enhancing employee participation is a management strategy that can effectively resolve the conflicts between labor and capital and thus enhance the production efficiency. However, in many studies on labor relations in western countries, there are also some questions and criticisms about whether “employees actually participate in”. Such criticism has two meanings. First, the so-called employee participation is still limited to the production area. Employees do not participate in the management of the enterprise substantially. Second, the employee participation is only used by the manager as a means of enhancing control. In the long run, a superficial staff participation is not a sustainable and effective management tool, but rather may undermine the trust and cooperation between employers and employees.