Power Corporate Democratic Participation

In the process of development and deepening of China market economy, the stabilization and harmony of labor relation is one of the postulates for social progressing and economy developing. So it's especially important to pay attention to the issue of labor relationship in this double-quick transition period. Employee participation in enterprise is actually a course of modifying and improving the labor relation. On the one hand, employee participating is an important method to harmonize the labor relation in enterprise, on the other hand, labor-capital cooperation, characterized by employee participation, is also an important period of the development of labor relation. This paper takes the driving force for democratic participation for the research object and tries to explore the dynamic factors and its effect mode of the establishment, operation and development of employee participation in the prerequisite of a win-win concept. From the idea of employers-employees cooperation and through the economics analytical methods and perspective, the paper researches on the driving force of the development and improvement in enterprise democratic participation, including external and internal dynamic driving force. It aims at seeking the way to improve both employers' and employees' participation positivity and participation benefit, so as to further promote the welfare of both employers and employees through the analysis Overall, the full text of the study can be divided into six parts.Firstly, the paper reviews and packs up the theories supporting development of industrial democracy. Although industrial democracy theory is not on mainstream status in the field of politics, economics, management and other subjects, there are still actually many disciplines and theories sustaining the existence and development of industrial democracy from their own perspective. The important theories include economic democracy theory, stakeholder theory, human capital theory, behavioral science as well as social justice and freedom welfare concept. This chapter focuses on these theories and their roles of supporting the development of employee participation while hopes to establish the foundation of industrial democracy from the perspective of theoretical support.Secondly, the paper constructs an external driving force system of promoting the democratic participation in tnterprise from the perspectives of the systemic investigation. On the basis of accepting and absorbing the former research on employee participation from the perspective of non- economics, the paper builds an external driving force system, including economic power, political power, social power, organizational power and the power from labor relations, to promote the democratic participation in enterprise under a basic assumption that the nature of labor relation is an economic relation. Then it analyzes the structure and operation mechanism of external driving force, expounds the synergy and differentiation of the external driving force factors and points out that the interaction between the external forces and the internal ones will bring the external force for enterprise democratic into play. And the resistance factors and resistance mechanism for employee participation in enterprise is also analyzed.The third, the paper analyze the internal dynamic mechanism in the development of employee participation from the economics angle and methods. It starts with the study on the most basic needs for both employers and employees in labor relations, and then analyzes the internal power source in promotion of enterprise democratic according to the cost-benefit method in Economic Research. It points out that the root causes of the power in Enterprise employee participation is the judgment of cost and benefit for both employer and employee and the corresponding behavior. Therefore, in practice, it's necessary to improve the benefit of two sides in employee participation, lower their costs and improve both employers' and employees' recognition and enthusiasm to industrial democracy.Partâ…¡and Partâ…¢is the core of theoretical analysis in full text and the contents of the two are separate but closely relate. Study found that the external driving force to democratic participation plays the role of accelerating and it will create a favorable external environment for enterprise democratic participation. The internal dynamic driving force is the root causes, which comes from both employers' and employees' judgment of the size of costs and benefits. Only when both sides believe that they can benefit from democratic participation, the real vitality of the participation can flourish.Partâ…£is a historical analysis. This chapter concludes the different dynamic characteristics in the various historical periods through collating and summaring the history of various stages in the development of democratic participation in Chinese enterprises. We divide the history of development of industrial democracy in Chinese enterprises into four key stages, inspecting and narrating the development, characteristics, main performance and the goal achieved of democratic participation in each stage. On the basis of carding the history, the more meaningful work we conduct is analyzing each stage of the four with the purpose of finding out the dynamic momentum in development of democratic participation and investigating the fundamental sources, function methods and the degree of the role they played of driving forces and obstacles in each stage of the development of employee participation in Chinese enterprises. We find that there is a dominant force in every stage in the development of employee participation in Chinese enterprises, probably led by the government, may be forced by the environment, or it's just the employers' and employees' spontaneous behaviors. No matter what form is the dominant force, its role as a driving force for both external and internal needs to be fully integrated. Simultaneity we believe that, as part of grass-roots democracy, the employee participation in enterprises can not be dissociated from China's economic and political development and the evolution of labor relation. It can also be said that, the driving force of the development of employee participation is inherent in the context of the historical change in China, interlocking and can't be separated.Partâ…¤is a comparative study. According to the summarization and presentation of development and status quo of employee participation in typical countries, the paper expatiates on the different dynamic factors behind the distinct performance on industrial democracy of different countries. Through the research we found that similar pace of economic development and similar economic structure haven't created a similar labor relation mode and unique characteristics of democratic participation fit for the needs of specific countries has gradually developed in the course of historical development. While the performance and form of democratic participation is different, it has all gone through a period of boom and prosperity. So we can still sum up the impetus of common features to its development. The research has worked out that development of productivity, improvement of the workers' quality, spread and impact of political democracy, strivement of workers and workers organizations and so on are all the driving force of common in different countries.Partâ…¥is the empirical analysis of 67 enterprises and we have got a more abundant conclusion of the study. The paper found that the situation of establishment and implementation of democratic participation in Chinese enterprises is not optimistic, the democratic participation system adopted by the enterprises is relatively monotonous and staff's evaluation of the implementation of system is low. And the above conclusions are all confirmed by the workers' indifference and negative attitude to the democratic participation in the interview. In addition, this chapter focuses on the main factors impacting the staff's judgment on the implementation of employee participation in enterprises. The studies have shown that the organization's size, the overall quality of the staff, the staff of the age, education, post, seniority and other factors have a significant impact on the judgment of the staff. On the basis of these conclusions, the paper put forward a number of specific recommendations for the development of employee participation in Chinese enterprises, including establishing and improving the channel of employee participation, rebuilding the democratic participation concept, improving employee participation as a system, promoting system innovation from the demands of both employee and employer and so on.