The transformation of employee participation: Consequences for the work environment

Abstract

This article reviews the research literature on the relationship between employee participation, influence and the work environment. The main part of the literature points to a positive connection in line with how it has been almost institutionalized in Karasek and Theorell’s demand—control model. However, more recent research into psychosocial work environment problems questions the model’s assumption of high job control compensating for high job demands. Taking its point of departure in a ‘deconstruction’ of the concept of participation based on research on employee participation from the past few decades, the article questions why increased employee participation does not seem to result in a healthy work environment.The article concludes that there are limitations to the demand— control model in modern working life given the contextual changes in the employer—employee relationship, which may mean a transformation of the significance of participation.