The performance effects of attitudes of managementvis-à-visemployee representatives in Belgium

Abstract

Purpose The purpose of this paper is to move beyond the usual analysis of the effects of worker representation. Instead of estimating the impact of the mere presence of works councils on business achievements, the focus is on the performance effects of managerial attitudesvis-à-visworker representation. More precisely, the authors study whether managerial willingness to cooperate with employee representatives and giving them a (timely) say in company policies translates into better company performance. Design/methodology/approach After an introduction of the typical Belgian workplace representation, the authors briefly discuss the relevant literature and the sample, leading to several hypotheses. The data are from a survey in Belgium complemented with annual report information. Hypotheses are tested with hierarchical OLS regression. Special attention is given to moderating and mediating effects. Findings The authors find that especially the timing of involving worker representatives in company decision making has a significant impact on labor productivity. More broadly, the authors reveal that these managerial attitudes matter more in larger establishments. Research limitations/implications Although nationwide, representative, and statistically valid, the data set is quite small (142 usable observations), which obstructs the application of refined estimation techniques. Practical implications Practical advice should be conditional on country context and size class. In Belgium, smaller enterprises can boost their performance by involving the works council rather late in the process. Probably, this has to do with the powerful position of Belgian unions in works councils. The managerial implications for larger Belgian establishments are very different, however. In these cases, earlier involvement of the works council is advised, as this will enhance the establishment’s performance. Originality/value Belgian works councils reflect a specific employee representation system that is rarely studied. More broadly, attitudinal effects are under-researched. The data set is unique, combining subjective with objective data, so reducing the risk of respondents’ bias.

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