The Conflict Between Management And Employees Is Not Over
The conflict between management and employees is not over yet; it has been renewed after the accounting financial scandals, which happened in the aftermath of Enron collapse.
Directors are still trying to maximise the short-term profit of their organizations by exploiting empowerment and making employees do more work for nothing. Employee participation in internal auditing of the organization, which includes the accounting side and the non-accounting side, will improve the confidence between the two sides.
Employees and their trade unions should start putting pressure on the management in order to measure the contributions of labour that pay off beyond one accounting period and try to find ways of remunerating that labour. Increasing the confidence in the accounting data will sideline the middle and junior management, which is trying to put difficulties in the face of empowerment, and open the door open in the face of more democratic and fair corporations.
Our findings coincide with Hardy C.; Leiba-O'Sullivan S (1998) findings, eliminating the misunderstanding between the employees and the management will make the empowerment process succeed.
Reference:
Colin Hales (2000): Management and Empowerment Programme's. In "Work, Employment & Society" vol. 14 no. 3, pp. 501-519. D'Art, D & Turner, T (2002): A comparative Analysis of profit sharing, performance and unionisation in selected European countries, Katholieke Universitate, Brussels. Ezzamel,M, Lilley, S, Wilmott, H and Green, C (1995): Changing Managers and Managing Change, CIMA publishing (I have looked in the journal of management studies and have not found the article that you indicated because you have not given me a title and the deadline is tight, so I should not be liable for that, I have used this one instead). Harley, B (1999): the myth of empowerment: work organisation, hierarchy and employee autonomy in contemporary Australian workplaces. Work, Employment and Society, 13, 1999, pp. 41-66. Hardy C.; Leiba-O'Sullivan S: The power behind empowerment: implications for research and practice, Human Relations, page 451-483, 1998. Leonard, B(1994): Big return for award bucks-rewarding employees with cash, HR Magazine. Sesil, J, Kruse, D, and Blasi, J(2001): Sharing Ownership Via Employee Stock ownership, Discussions Paper No. 2001/25, United Nations University. Simon, J (1998): Why do companies use creative accounting?, accaglobal.com Argyris, C( 1998): Empowerment: The Emperor's New Clothes, Harvard Business Review, May-June 1998 pp. 98-105. Rapoport, A (1996): Two Person Game theory, Dover Publications. Saunders, P & Harris, C(1994): Privatisation and Popular Capitalism, Buckingham Philadelphia: open University press. Spreitzer, G & Doneson, D (2005): Musings on the past and future of employee empowerment, the handbook of organizational development, Thousands Oaks: Sage.
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