Employee participation programs have many faces, many definitions, many forms--and they change all the time. For some people they are meant to solve every problem in the workplace. For others they are ways to reduce resistance to management and its efforts to bring about organizational change. Still others see them as totally redundant and a hindrance to efficency and the implementation of good management practices. To make sense of it all, Bar-Haim integrates--historically, thematically, analytically--the wide but often incoherent knowledge we have about these programs, and in doing so...