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Consultation at WorkRegulation and Practice$
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Mark Hall and John Purcell

Print publication date: 2012

Print ISBN-13: 9780199605460

Published to Oxford Scholarship Online: January 2013

DOI: 10.1093/acprof:oso/9780199605460.001.0001

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The Practice of Consultation

The Practice of Consultation

Chapter:
(p.114) 6 The Practice of Consultation
Source:
Consultation at Work
Author(s):

Mark Hall

John Purcell

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199605460.003.0006

What makes consultation effective? Six processes are required and these interact to build an ‘embedded’ system. The degree of involvement concerns the extent to which employees are able to exert influence on management decisions. The scope of decision concerns the topics consulted over, with business decisions, HR policies, and housekeeping matters predominant. The level of consultation concerns where consultation takes place in multi-plant companies, and the seniority of managers who take part in staff councils. The form of involvement and consultation looks at the relationship between direct involvement methods and staff councils and asks if the two methods are complementary or in competition. The organizing capacity of representatives points to the vital need for some form of organization and coordination to be achieved. A culture of cooperation and trust is a prerequisite.

Keywords:   effective, influence, level, form, organizing capacity, cooperation, trust, partnership

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