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The notion of having employees determining, or at least influencing, work activities and organisational decision-making is not a new idea. In their classic review of the literature, Glew et al. (1995) cite Hugo Munsterberg’s Psychology and Industrial Efficiency (1913) and the Hawthorne studies from the mid-1930s (Mayo, 1933), while Ivancevic (1979: 253–254) acknowledges the work of Argyris, Coch and French, Likert, McGregor and Mulder as later influences on the development of our understanding of ‘employee involvement and participation’ (hereafter ‘EIP’). Thus EIP is a longstanding and enduring issue. It is also a multi-dimensional idea, with a daunting number of issues to consider. These include the ongoing debate over what constitutes all of the possible manifestations of EIP (e.g. ‘involvement’, ‘participation’, ‘voice’ and ‘empowerment’), what distinguishes them from each other and how each should be operationalised. Cotton (1993), Heller et al. (1998), Kaufman (2015) and Wilkinson et al. (2010; 2014) have all addressed the definition debate.
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