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本文以劳动过程理论的视角探讨了国有钢铁企业工作场所层面员工参与机制实施过程中管理方与员工的互动及员工对现有参与机制的认同。基于在G钢工作场所中的调研,笔者发现,原有职工民主管理的发展和多种直接参与机制的引入使得员工参与方式广泛分布于生产和管理的决策过程中,但参与程度较低;员工对现有参与机制表现出相对较高的认同度,这种较高的认同度来自于“父爱主义”福利传统的影响;现有参与机制并不能满足员工对发言权的诉求,员工更容易在正式参与框架之外发出声音或诉诸行动。
This paper discusses the interaction between management and employees during the implementation of employee engagement mechanism in the workplace of state-owned steel enterprises from the perspective of labor process theory and the employee’s recognition of the existing participation mechanism. Based on the research in the G steel workplace, the author found that the development of the existing staff democratic management and the introduction of a variety of direct participation mechanisms make employee participation widely distributed in the production and management decision-making process, but the participation is low; employees The relatively high degree of recognition of the existing participation mechanism, this higher degree of recognition comes from the “parental ” welfare tradition; the existing participation mechanism can not meet the employee’s demands for the right to speak, the staff Easier to voice or resort to action beyond the formal engagement framework.