WORKERS' PARTICIPATION IN MANAGEMENT

Summary

In this pamphlet, M. R. Masani examines workers’ participation in management as an emerging issue for India and surveys arrangements in France, the United Kingdom, Sweden, West Germany and Yugoslavia. He distinguishes between systems established by legislation and those developed through voluntary agreements. The comparative discussion emphasizes that participation generally remains consultative rather than managerial, while West German co-determination and Yugoslav workers’ control represent more ambitious experiments. Masani also stresses the importance of independent trade unions, worker education and practical experience.

Key points

• The pamphlet presents workers’ participation as a possible component of India’s future labour and industrial policy.
• France is described as having legally established works committees with advisory economic powers, welfare responsibilities and limited board representation.
• The British model relies mainly on voluntary joint consultation, with committees focused on welfare, safety, education and productivity rather than wage bargaining or management control.
• Sweden’s industrial-democracy system is voluntary and advisory, while West Germany’s co-determination system gives labour representatives seats on the boards of major coal and steel companies.
• Yugoslavia’s workers’ councils possess formal authority over plans, accounts, management appointments and profit distribution, although Masani questions how far genuine workers’ control has developed under one-party rule.
• Masani argues that participation should be introduced gradually in India, beginning at the departmental and plant levels rather than through an immediately imposed quota of worker directors.
• The proposals envisage departmental works committees, plant-wide works councils, councils of management and an expanded Joint Consultative Board of Industry and Labour.