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Thematische Bibliographien / Management Employee participation

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Zeitschriftenartikel
Dissertationen
Bücher
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Berichte der Organisationen

Auswahl der wissenschaftlichen Literatur zum Thema „Management Employee participation“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 30. Juli 2024

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Zeitschriftenartikel zum Thema "Management Employee participation"

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Larson, James S. "Employee Participation in Federal Management." Public Personnel Management 18, no. 4 (December 1989): 404–14. http://dx.doi.org/10.1177/009102608901800402.

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Employee participation in management is increasing with the influence and success of Japanese and European management practices. The federal government is following the lead of American business in adopting procedures like quality circles and the use of employee suggestions, and these procedures have highly productive results. MSPB data indicates that the limited use of quality circles in federal government has shown them efficient, and the wide use of employee suggestions has improved productivity as measured by benefit-cost ratios. The future of these forms of participation seems assured, bu

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Cressey, Peter. "Employee Participation." Work, Employment & Society 9, no. 1 (March 1, 1995): 187–90. http://dx.doi.org/10.1177/0950017095009001012.

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Cressey, Peter. "Employee Participation." Work, Employment and Society 9, no. 1 (March 1995): 187–90. http://dx.doi.org/10.1177/095001709591011.

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4

Jasińska, Joanna. "Organizational Change Management and Employee Participation." Journal of Clinical Case Studies Reviews & Reports 2, no. 2 (April 30, 2020): 1–7. http://dx.doi.org/10.47363/jccsr/2020(2)119.

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Changes in modern organizations are inevitable. They are implemented purposefully and consciously in order to adjust the organization to the rapidly changing external conditions, as well as to increase or create its chances of market success. The social factor plays an extremely important role in the process of organizational change. It is people who create organizations so organizational changes apply to them in particular. Therefore, every organization should maintain a proper course of the cycle of change, with the use of appropriate methods and techniques of the change design and implement

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Triantafillidou, Eleni, and Theodore Koutroukis. "Employee Involvement and Participation as a Function of Labor Relations and Human Resource Management: Evidence from Greek Subsidiaries of Multinational Companies in the Pharmaceutical Industry." Administrative Sciences 12, no. 1 (March 9, 2022): 41. http://dx.doi.org/10.3390/admsci12010041.

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Employee involvement and participation is part of Labor Relations and Human Resource Management. This study is to identify how and to what extent employee involvement and employee participation mechanisms are used in the Greek subsidiaries of multinational companies in the pharmaceutical industry. The issues examined in this study are the design of employee involvement and participation practices, the similarities and differences of employee participation practices in the group of companies internationally, corporate employee communication and consultation mechanisms, corporate policy towards

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Triantafillidou, Eleni, and Theodore Koutroukis. "Human Resource Management, Employee Participation and European Works Councils: The Case of Pharmaceutical Industry in Greece." Societies 12, no. 6 (November 21, 2022): 167. http://dx.doi.org/10.3390/soc12060167.

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Employee participation is a broad notion that encompasses sets of practices that enable employees to participate in the decision-making process on issues affecting them leading to a committed workforce. According to the 2009/38/EC Directive, a European Workers’ Council (EWC) is established in all undertakings and all community-scale groups of undertakings for the purpose of informing and consulting employees. This study investigates the impact of employee participation on employees and organizations and more specifically the potential benefits and the added value of participation for employees

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Portis, Bernard. "Neal Herrick, Joint Management and Employee Participation." Relations industrielles 46, no. 2 (1991): 489. http://dx.doi.org/10.7202/050688ar.

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Orizu, Chiagozie Henry, C. P. Ohanyere, and Chineze J. Ifechukwu-Jacobs. "Participative Management and Employee Productivity in Agro- Entrepreneurship Firms in Anambra State." International Journal of Small Business and Entrepreneurship Research 11, no. 1 (January 15, 2023): 1–24. http://dx.doi.org/10.37745/ijsber.2013/vol11n1124.

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The study examined the participative management and employee productivity in agro-entrepreneurship firms in Anambra state. the objectives of the study were to: examine the effect of direct employee’ participation, consultative employee’ participation, representative employee’ participation employee ownership participation on employee productivity in agro-entrepreneurship firms in Anambra state. However four hypotheses are formulated in line with the objectives. The study were anchored on Subjective Expected Utility theory (SEU) developed by L. J. Savage in 1954. The study adopted survey method

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Ullrich, André, Malte Reißig, Silke Niehoff, and Grischa Beier. "Employee involvement and participation in digital transformation: a combined analysis of literature and practitioners' expertise." Journal of Organizational Change Management 36, no. 8 (May 29, 2023): 29–48. http://dx.doi.org/10.1108/jocm-10-2022-0302.

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PurposeThis paper provides a systematization of the existing body of literature on both employee participation goals and the intervention formats in the context of organizational change. Furthermore, degrees of employee involvement that the intervention formats address are identified and related to the goals of employee participation. On this basis, determinants of employee involvement and participation in the context of digital transformation are unveiled.Design/methodology/approachBased on a systematic literature review the authors structure and relate employee participation goals and format

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Zwick, Thomas. "Employee participation and productivity." Labour Economics 11, no. 6 (December 2004): 715–40. http://dx.doi.org/10.1016/j.labeco.2004.02.001.

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Dissertationen zum Thema "Management Employee participation"

1

Ngan, Hon-wing, and 顔漢榮. "Participation in large project works management." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1985. http://hub.hku.hk/bib/B31263367.

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Kubheka, Praise-God Ntandokayise Mandla. "Factors influencing employee engagement during change." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/3135.

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A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as

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Sauls, Lucretia. "The relationship between employee engagement and performance in a South African bottling company." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021171.

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Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationsh

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Parasuraman, Balakrishnan. "An examination of employee participation in the private sector Malaysian case studies /." Access electronically, 2007. http://ro.uow.edu.au/theses/20.

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Yu, Jia. "An examination on the employee participation system in China." Thesis, University of Macau, 2009. http://umaclib3.umac.mo/record=b2138653.

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Cordas, Jon D. (Jon Dmetrius). "The Emergence of a New Capitalist Ethic: Transformational Leadership and the Civil Society Movement as Emergent Paradigms Affecting Organizational and Societal Transformation." Thesis, University of North Texas, 1997. https://digital.library.unt.edu/ark:/67531/metadc278427/.

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Rapid and chaotic changes in market environments have caused business organizations to modify their organizational structures and social relationships. This paper examines the change in relationship between management and employees, which is shifting from an adversarial and controlling role to facilitation and employee empowerment. This paper's research question concerns how classical sociological theory would explain power redistribution within organizations and the formation of an associative and collaborative relationship which contradicts traditional paradigms. Traditional bureaucratic and

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Holden, L. T. "An Anglo Swedish Comparison of Employee Participation in the Banking Sector." Thesis, Cranfield University, 1994. http://dspace.lib.cranfield.ac.uk/handle/1826/4600.

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The purpose of this research was to compare employee participation practices in a Swedish and a British bank. There has been considerable interest in human resource management over the past decade, of which employee participation forms an important part, but there have been very few studies which attempt a qualitative comparison of international aspects of this subject. By using a wider study, the Price Waterhouse Cranfield Project on . International Human Resource Management, a European context is provided for the case study material, which examines in depth the forms and outcomes of employee

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Snape, Dawn Catherine. "Participation in and outcomes of employee share ownership : a case study." Thesis, London School of Economics and Political Science (University of London), 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285703.

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The research was conducted in a case study organisation and involved two stages. An initial attitude survey was administered to employees in the first three months of the company's employee share ownership scheme and a second survey was administered eighteen months later. In addition to the surveys, data were also obtained via depth interviews with senior managers and group discussions with employees. A series of models were developed to test possible reasons why employees joined the scheme and the nature of the relationship between the reason for joining and both participation in the scheme a

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Vosloo, Petro. "An investigation into the relationship between employee value proposition and work engagement." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/4277.

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The intention of this study was to measure the work engagement and EVP of employees and further to investigate the relationship between work engagement and EVP. A secondary objective was to determine to determine to what extend intrinsic rewards of EVP affects work engagement more than extrinsic rewards. The study was quantitative in nature and data was obtained by means of an electronic survey. The EVP questionnaire and UWES were used to measure EVP and work engagement respectively. Results showed that there is no practical relationship between work engagement and EVP; however, evidence sugge

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Viljoen, Ezalle. "Employee participation within an engineering support services company / E. Viljoen." Thesis, North-West University, 2012. http://hdl.handle.net/10394/9237.

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The general objective of this study was to explore and investigate employee participation within an engineering support services company. Attention was therefore given to the opinions and perceptions of employees and managers regarding employee participation as well as the relationship between employee participation and employees’ union membership. To conduct this study a qualitative and quantitative research design was adopted. In order to examine employees and managers’ opinions and perceptions, semi-structured one-on-one interviews were conducted with participants. Six employee participatio

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Bücher zum Thema "Management Employee participation"

1

Centre, Irish Productivity. Submission on employee participation. Dublin: Stationery Office, 1992.

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Psēmmenos, Iordanēs. Globalisation and employee participation. Aldershot, Hants, England: Ashgate, 1997.

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Ireland. Dept. of Labour., ed. Case studies in employee participation. [Dublin: Dept. of Labour, 1989.

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William, Mares, ed. Working together: Employee participation in action. New York: New York University Press, 1985.

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Power, Susan Mary. Employee participation in decision-making. Dublin: University College Dublin, 1991.

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Verma, R. K. Workers' participation in management. New Delhi: Oxford & IBH Pub. Co., 1991.

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Soulier, Roger. La participation. Courbevoie: Durante, 2007.

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Soulier, Roger. La participation. Courbevoie: Durante, 2007.

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Godfrain, Jacques. Politique sociale et participation. Monaco: Rocher, 1999.

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Kallaste, Epp. Employee participation: Case study of Estonian companies. Tallinn: Estonian Employers' Confederation, 2005.

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Buchteile zum Thema "Management Employee participation"

1

Saggese, Sara. "Employee Participation/Ownership." In Encyclopedia of Sustainable Management, 1–5. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-02006-4_210-1.

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Saggese, Sara. "Employee Participation/Ownership." In Encyclopedia of Sustainable Management, 1325–30. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_210.

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3

Bratton, John, and Jeffrey Gold. "Communications and Employee Participation." In Human Resource Management, 249–81. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23340-3_10.

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4

Silva, Titus De. "SP 048 Employee Participation." In Integrating Business Management Processes, 430–32. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9781003042846-117.

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Estrin, Saul. "Self-Management, Employee Ownership and Transition." In Equality, Participation, Transition, 145–61. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780230523098_9.

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6

Poutsma, Erik, and Eric Kaarsemaker. "Added Value of Employee Financial Participation." In Management for Professionals, 181–96. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-08186-1_11.

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Georgiades, Stavros. "Organizational Arrangements for Participation Leading Towards Employee Engagement." In Employee Engagement in Media Management, 61–81. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16217-1_4.

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Poutsma, Erik, Paul Ligthart, Andrew Pendleton, and Chris Brewster. "The Development of Employee Financial Participation in Europe." In Global Trends in Human Resource Management, 179–213. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137304438_10.

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Nutzinger, Hans G. "Employee Participation by Codetermination, Labor Law, and Collective Bargaining." In Management Under Differing Labour Market and Employment Systems, edited by Günter Dlugos, Wolfgang Dorow, Klaus Weiermair, and Frank C. Danesy, 301–12. Berlin, Boston: De Gruyter, 1988. http://dx.doi.org/10.1515/9783110859379-027.

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Iskender, Neslihan, and Tim Polzehl. "An Empirical Analysis of an Internal Crowdsourcing Platform: IT Implications for Improving Employee Participation." In Contributions to Management Science, 103–34. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52881-2_6.

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AbstractCrowdsourcing has become one of the main resources for working on so-called microtasks that require human intelligence to solve tasks that computers cannot yet solve and to connect to external knowledge and expertise. Instead of using external crowds, several organizations have increasingly been using their employees as a crowd, with the aim of exploiting employee’s potentials, mobilizing unused technical and personal experience and including personal skills for innovation or product enhancement. However, understanding the dynamics of this new way of digital co-working from the technical point of view plays a vital role in the success of internal crowdsourcing, and, to our knowledge, no study has yet empirically investigated the relationship between the technical features and participation in internal crowdsourcing. Therefore, this chapter aims to provide a guideline for organizations and employers from the perspective of the technical design of internal crowdsourcing, specifically regarding issues of data protection privacy and security concerns as well as task type, design, duration and participation time based on the empirical findings of an internal crowdsourcing platform.

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Konferenzberichte zum Thema "Management Employee participation"

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Kulachai, Waiphot, Piya Narkwatchara, Pralong Siripool, and Kasisorn Vilailert. "Internal communication, employee participation, job satisfaction, and employee performance." In 15th International Symposium on Management (INSYMA 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/insyma-18.2018.31.

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Gričnik, Ana Marija, Matjaž Mulej, and Simona Šarotar Žižek. "Sustainable Human Resource Management." In 7th FEB International Scientific Conference. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.epf.3.2023.35.

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Sustainable HRM (SHRM) is a new approach to people management, focusing on long-term HRM, regeneration, and renewal. It helps firms attract and retain high-quality employees: by integrating SHRM practices into their employee value proposition, firms establish unique, attractive employer brands. Socially Responsible HRM, Green HRM, Triple Bottom Line HRM, and Common Good HRM are types of SHRM. Especially these characteristics of SHRM matter: Long-term orientation, care for employees, environment, profitability, employee participation and social dialogue, employee development, external partnersh

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Viddal, A. H. "Harnessing Information Technology and Employee Participation for Improved Risk Management." In SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 1998. http://dx.doi.org/10.2118/46850-ms.

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Mayer, Christina, Marisa Schirmer, Thushayanthini Sivatheerthan, Susanne Mütze Niewöhner, and Verena Nitsch. "Participative leadership in healthcare: Which situational contextual factors influence managers’ decision to involve employees?" In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002232.

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Today’s technological and societal developments are creating new possibilities for designing an economical, flexible and human-oriented work organization e.g. by facilitating more agile management concepts. Research has been concerned with participative leadership styles for many decades, and these have recently been gaining renewed relevance in meeting the demands placed on leadership in modern management settings. Therefore, existing concepts of participative leadership need to be put to test for today’s work organization.An established concept of participative leadership is the model by Vro

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Vasileva, N. V., O. A. Loktionov, and N. S. Kuznetsov. "ERGONOMIC WORKPLACE PARAMETERS AND STRESS FACTORS EFFECTS TO OCCUPATIONAL RISKS LEVEL ASSESSMENT." In The 17th «OCCUPATION and HEALTH» Russian National Congress with International Participation (OHRNC-2023). FSBSI «IRIOH», 2023. http://dx.doi.org/10.31089/978-5-6042929-1-4-2023-1-105-109.

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The ergonomics of the workspace has a significant contribution to the formation of a comfortable environment for employees, increasing the efficiency of their work in modern conditions when implementing a occupational protection management system. Currently, as a result of the widespread risk-based approach, in particular the procedure for assessing occupational risks, more and more attention is being paid to the processes of identifying hazards that have a negative impact on the health of employees, including stress factors. Purpose — development a comprehensive approach to assessing occupati

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Liu Hongshen, Wang Tao, Li Hongliang, and Zhang Hui. "The influence of customer participation on employee job stress—The empirical research based on the role theory." In 2011 International Conference on Management Science and Industrial Engineering (MSIE). IEEE, 2011. http://dx.doi.org/10.1109/msie.2011.5707735.

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S. N., Dharshini, Robert Raja Singh A., and Haritha S. R. "A study on Organizational Culture and its Impact on Employees Behaviour with special reference to TTK Prestige Ltd, Coimbatore." In The International Conference on scientific innovations in Science, Technology, and Management. International Journal of Advanced Trends in Engineering and Management, 2023. http://dx.doi.org/10.59544/tmur3752/ngcesi23p145.

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Organizational culture is the accepted norms and values that are associated with a particular company. These norms are seen as distinctive to a particular organization. Organizational culture can be tackled in three realms such as behaviour & artifacts, values & assumptions and beliefs. The term behaviour denotes the visible elements of culture prevailing with a certain organizational dress code, the way employees use technology in their task etc. The objective of the study is to assess the existing culture of the organization and to find its impact on employee’s behaviour, to study th

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Bryukhova, Olga. "The Formation of an Attractive HR-Brand of a Transport Company's Target Audience of 'Young People'." In The Public/Private in Modern Civilization, the 22nd Russian Scientific-Practical Conference (with international participation) (Yekaterinburg, April 16-17, 2020). Liberal Arts University – University for Humanities, Yekaterinburg, 2020. http://dx.doi.org/10.35853/ufh-public/private-2020-60.

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The article is dedicated to studying the HR-brand of a vehicle company, and seeks ways to improve it further. Theoretical and methodological aspects of shaping the image of an organisation as an employer are now widely reflected in the works of domestic and foreign researchers in the field of human resource management. However, the applied aspects of branding in relation to specific employers from different sectors of the economy remain relevant for the study. The practical interest of the company in question is due to the high turnover rate (15%) and the shortage of young workers. For the pur

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Schenkel, Sandra, Guri Medici, Sven Staender, and Toni Waefler. "sWafety: A Complementary Low-threshold Safety Management Process." In 14th International Conference on Applied Human Factors and Ergonomics (AHFE 2023). AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1003063.

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Effective safety management requires a reliable information basis. At the same time, established safety management systems (SMS) and surveys are known to have certain limitations, such as low participation rates or data bias due to the influence of situational factors (e.g., Pfeiffer, Manser & Wehner, 2010; Sujan, 2015). In collaboration with Swiss companies from the aviation, nuclear and healthcare industries, sWafety was developed and tested as a complementary process concept to address these shortcomings. sWafety provides a low-threshold process design and digital tool that aims to furt

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VELEANOVICI, Armand, Anca Elena ONCIOIU, and Monika BARYLA-MATEJCZUK. "The influence of the work environment on hypersensitive employees." In Ştiință și educație: noi abordări și perspective. "Ion Creanga" State Pedagogical University, 2023. http://dx.doi.org/10.46727/c.v1.24-25-03-2023.p201-208.

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The purpose of this study is both to characterize and gain insight about the highly sensitive people (HSP) in the workplace, with the main goal of a better integration of them into the labor market and enhancement of their professional wellbeing. This research is part of the High Sensitivity (HS) series which approached the feature of sensory processing sensitivity in children (E-MOTION Project), adults (High Sensitivity – Inovative Module in Human Sciences Project) and employees (PRO-MOTION – Sensitive Career Management Project). Knowing the characteristics and the functioning of the HSP as e

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Berichte der Organisationen zum Thema "Management Employee participation"

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Arias, Karla, David López, Segundo Camino-Mogro, Mariana Weiss, Dylan Walsh, Livia Gouvea, and Michelle Carvalho Metanias Hallack. Green Transition and Gender Bias: An Analysis of Renewable Energy Generation Companies in Latin America. Edited by Amanda Beaujon Marin. Inter-American Development Bank, September 2022. http://dx.doi.org/10.18235/0004461.

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This study analyzes how the energy transition might change gender bias in power-generating industries. To this end, this paper employs a sample of 102 renewable energy generation companies from six countries in Latin America and the Caribbean: Bolivia, Chile, Costa Rica, Panama, Mexico, and Uruguay. The analysis of collected data shows that renewable generation companies with the highest relative efficiency in the labor-capital ratio are those with the highest participation of women. In addition, the results show that renewable companies are incrementing recruitment of women in energy generati

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Ahmed, Badrun Nessa, and Rizwana Islam. TEACHING AND LEARNING EXPERIENCE AT THE NATIONAL UNIVERSITY AFFILIATED TERTIARY COLLEGES IN BANGLADESH. Bangladesh Institute of Development Studies, March 2024. http://dx.doi.org/10.57138/axvn7639.

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The Government of Bangladesh is currently implementing the College Education Development Project (CEDP) to improve participating colleges' teaching and learning environment and strengthen the strategic planning and management capacity of National University (NU) affiliated tertiary colleges in Bangladesh. The focus of CEDP is to improve the capacity of the National University College system to plan, manage, implement, and monitor institutional programs, as well as strengthen the foundation for the next phase of development activities. CEDP promotes institution-led activities that focus on crea

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