Open Access

Nongovernmental organisations often criticize the working conditions at foreign suppliers – especially those in Asia and Latin America – of Western brands. In response, many brands have established codes of conduct in order to set binding social standards for their suppliers. Audits are conducted to monitor their implementation; however, substantial improvement of labour conditions has not been achieved. Therefore, brands are increasingly shifting their efforts towards building the capacity of their suppliers themselves to enhance the implementation of social standards. The creation of participative organisation structures that involve workers in decision-making processes regarding working conditions is often a focus of such novel training programmes. In light of these developments, this study will examine if a positive relationship exists between worker participation initiated by management and the improvement of working conditions in factories. In the theoretical part of the study, motivational and cognitive models as well as aspects of power-sharing and decision-making processes are used to examine the influence of participation on working conditions. Moreover, requirements for successful participation structures are developed. The Western discourse on influence mechanisms is complemented by political, economic, legal and cultural conditions in China related to participation and the implementation of social standards. The case study in this dissertation is based on research at seven garment factories in China which took part in the public-private-partnership project „Worldwide Enhancement of Social Quality“ initiated by the German retailer Tchibo GmbH and the Gesellschaft für Internationale Zusammenarbeit, a German federal enterprise for international cooperation in the field of sustainable development. The goal of the three-year project was to initiate participative dialogue structures and to provide technical knowledge regarding the implementation of social standards in 40 factories in China, Bangladesh and Thailand. In order to examine the influence of worker participation in the Chinese facilities, a quantitative survey of 390 workers and 70 worker representatives, as well as interviews with 15 managers, nine project members and one representative from the International Labour Organisation China were conducted. The research results indicate that worker involvement contributes to the improvement of the economic and social performance of factories. In particular, the rise in trust between management and the workforce, and the inclusion of workers’ valuable input contributed to the positive change. In order to make full use of the potential of participation, workers’ and managers’ motivation, key competences for participation, training activities as well as time resources are of importance. China is undergoing a period of transformation. Although until now no independent unions are allowed in China, employee involvement offers the opportunity for workers to become part of decision-making processes in the factories, thereby supporting democratisation tendencies in the country.