Atypical employee participation in decision-making for atypical workers – example of the service sector

Atypical employee participation in decision-making for atypical workers – example of the service sector

The aim of the research project is to identify and analyze best practices for involving atypical workers in decision-making and other forms of participation in the service sector. Atypical workers are those who are employed in non-standard forms of employment, such as part-time work, temporary work, contract work, and self-employment. They are often underrepresented in employee participation initiatives, which can lead to them having less influence over their working conditions and the future of their organizations.

The project is being carried out by a consortium of partners from six European countries: Bulgaria, Italy, Poland, Serbia, Slovakia, and Spain. The consortium includes research institutes, trade unions, and employer organizations.

The project will use a variety of methods to collect data, including surveys, case studies, and interviews with atypical workers, employers, and trade union representatives. The data will be used to analyze the current state of atypical worker participation in decision-making in the service sector and to identify best practices for increasing participation. The project results will be disseminated through a variety of channels, including academic publications, policy briefs, and seminars for employers, trade unions, and other stakeholders. It is expected that the project will contribute to a better understanding of the challenges and opportunities of atypical worker participation in decision-making in the service sector and will help to develop more inclusive and effective employee participation initiatives.

Example of the service sector:

One example of a service sector where atypical worker participation is important is the hospitality sector. In this sector, a large proportion of employees are employed on a part-time or fixed-term basis. These workers may have less influence over their working hours and schedules, and they may not be consulted as often about important decisions about the business. However, employers can involve atypical workers in decision-making and other forms of participation in a variety of ways. Employers can, for example:

• Create employee forums where atypical workers can meet with management to discuss their concerns and suggestions.
• Establish joint management-employee committees to make decisions on issues such as work schedules and working conditions.
• Provide atypical workers with training on employee participation and their rights as workers.
• Support atypical workers to join trade unions or other employee organizations.

By involving atypical workers in decision-making and other forms of participation, employers can improve working conditions for all employees and create a more democratic and inclusive workplace.

Key takeaways:

• The project aims to identify and analyze best practices for involving atypical workers in decision-making and other forms of participation in the service sector.
• Atypical workers are those who are employed in non-standard forms of employment, such as part-time work, temporary work, contract work, and self-employment.
• Atypical workers are often underrepresented in employee participation initiatives, which can lead to them having less influence over their working conditions and the future of their organizations.
• The project will use a variety of methods to collect data, including surveys, case studies, and interviews.
• The project results will be disseminated through a variety of channels, including academic publications, policy briefs, and seminars.
• The project is expected to contribute to a better understanding of the challenges and opportunities of atypical worker participation in decision-making in the service sector and will help to develop more inclusive and effective employee participation initiatives.

Example of how atypical worker participation can be implemented in the service sector:

In the hospitality sector, where a large proportion of employees are employed on a part-time or fixed-term basis, employers could implement the following initiatives to involve atypical workers in decision-making:

• Create employee forums where atypical workers can meet with management to discuss their concerns and suggestions. This would provide atypical workers with a formal opportunity to have their voices heard and to contribute to decisions that affect their work.
• Establish joint management-employee committees to make decisions on issues such as work schedules and working conditions. This would give atypical workers a seat at the table when important decisions are being made.
• Provide atypical workers with training on employee participation and their rights as workers. This would help to ensure that atypical workers are aware of their rights and how they can participate in decision-making.
• Support atypical workers to join trade unions or other employee organizations. Trade unions can represent the interests of atypical workers and advocate for their participation in decision-making.

By implementing these initiatives, employers can help to create a more inclusive and democratic workplace where all employees have a voice.