1.3. Why?

Why a shared and participatory management model?

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The current economic situation, the enormous uncertainty of world markets, the high level of competitiveness, the constant battle of prices; there are many reasons why it is necessary for industrial companies to have all the talent available in the organisation in order to establish an innovative and differential strategy that improves its viability, working with multidisciplinary teams in which everyone can participate in the company’s management.

Business and personal growth has evolved simultaneously; involving people in the management of the company, enabling their professional and personal development and growth that will result in an increase in competitiveness and business results.

But why a shared and participatory management model?


  • In a participatory project, there is no room for inequality or discrimination, everyone in the organisation has the same opportunities, rights and rewards, according to their assigned responsibilities and tasks.
  • The companies and the people that belong to it must work towards improving the environment that surrounds them and make a commitment to society.
  • Safety at work and sustainability are fundamental pillars in the organisation. The company and its employees have to look after their own safety and that of their colleagues. The entire organisation must work and participate in improving safety and the environment.
  • The productivity of the companies with the highest levels of participation increased fundamentally due to the decrease in absenteeism, the greater involvement of people in the project and an improvement in the level of performance.
  • Participation in management helps to resolve labour disputes as it contributes to producing an atmosphere of trust that helps with the development of innovative ideas and solutions.
  • It improves the working environment, as it creates an atmosphere of trust, and greater respect, increasing solidarity and personal growth.
  • In short, this type of organisational model encourages the commitment of the people to the company and of the company to the people.

Along these lines, Aon Hewitt conducted a study among more than 1,000 organisations, with more than five million responses from people in 2015 and 2016 on the commitment of workers to their companies.

For this study, the concept of commitment of employees is not understood to mean their satisfaction or happiness with the organisation but takes into account the advocacy of the company by the employee, their intention to remain within it, as well as their motivation to strive to bring the greatest success to their company.

Levels and trends of commitment by country

Changes in the commitment from 2015 to 2016.

In the graph above, each circle represents a different country. The size of the circle represents the percentage of labour plus the percentage of the country’s GDP. The colour of the circle represents the variation of GDP. Red means a reduction and dark green means an increase. You can see the levels of commitment per country, per GDP, per labour force.

Comparison of workers’ commitment in Europe and the rest of the world

The graph shows the level of commitment of employees to their company in Europe and the rest of the world.

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