Journal articles: 'Employee involvement and participation'

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Denton, D. Keith. "Empowerment through Employee Involvement and Participation." Empowerment in Organizations 2, no. 2 (August 1994): 22–28. http://dx.doi.org/10.1108/09684899410061636.

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Jones, Derek C., Panu Kalmi, Takao Kato, and Mikko Mäkinen. "Complementarities between Employee Involvement and Financial Participation." ILR Review 70, no. 2 (July 20, 2016): 395–418. http://dx.doi.org/10.1177/0019793916657538.

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The authors investigate whether productivity is greater if firms use employee involvement (EI) in decision making and financial participation (FP) as complementary practices. Based on representative panel data from Finnish manufacturing firms, the study uses diverse specifications to examine different theoretical explanations of the productivity effects of complementarities. The authors find virtually no evidence to support the theory of complementarities when EI and FP are simply measured by their incidence. They do find some evidence for complementarities using cross-sectional data (controlling for several covariates that related work has found to be important for firm performance) and also when analyses use measures of the intensity of FP. In accounting for differences in empirical findings across varying settings, the findings suggest that outcomes depend on the institutional context and are sensitive to variation in measurement and analytical methods.

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Markey, Raymond, and Keith Townsend. "Contemporary trends in employee involvement and participation." Journal of Industrial Relations 55, no. 4 (July 23, 2013): 475–87. http://dx.doi.org/10.1177/0022185613489389.

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Cox, Annette, Stefan Zagelmeyer, and Mick Marchington. "Embedding employee involvement and participation at work." Human Resource Management Journal 16, no. 3 (July 2006): 250–67. http://dx.doi.org/10.1111/j.1748-8583.2006.00017.x.

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Jones, Derek C., Niels Mygind, and Patrick Sen. "Employee involvement, financial participation and firm performance." Journal of Participation and Employee Ownership 2, no. 2 (December 9, 2019): 115–32. http://dx.doi.org/10.1108/jpeo-04-2018-0014.

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Purpose The purpose of this paper is to investigate whether performance is enhanced if firms use employee involvement (EI) in decision-making and financial participation (FP) in an emerging market economy. Design/methodology/approach The authors use representative data for Estonian firms. The authors estimate diverse forms of production functions. Some are restricted to individual forms of EI (including membership on boards by nonmanagerial employees) or individual forms of FP (such as employee ownership and profit sharing). To investigate the complementarity hypothesis findings, the authors construct systems of EI and FP and estimate diverse specifications. Findings For individual forms of EI, cross-sectional estimates indicate that alone, typically such mechanisms have little impact. However, panel estimates do provide support for some forms of FP such as employee ownership and profit sharing increasing business performance. Tests of the complementarity hypothesis provide only weak evidence in support of the synergies between EI and FP. Research limitations/implications Together with the results from related studies, the findings support the more general finding that FP practices have positive effects on productivity; the limited impact of EI alone and weak evidence for complementarities suggest an important role for the institutional context in accounting for the effectiveness of the mechanisms underlying EI and thus to the differences in the impact of EI and FP across institutional contexts; reinforce findings from other studies of emerging market economies of inertia in EI and FP practices during early transition. Originality/value This is the first study for a former transition economy/emerging market economy that uses detailed information on EI and FP to investigate individual and complementary effects.

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Shin, DuckJung, Alaine Garmendia, Muhammad Ali, Alison M. Konrad, and Damian Madinabeitia-Olabarria. "HRM systems and employee affective commitment: the role of employee gender." Gender in Management: An International Journal 35, no. 2 (April 1, 2020): 189–210. http://dx.doi.org/10.1108/gm-04-2019-0053.

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Purpose Despite decades of studies on high-involvement human resource management (HRM) systems, questions remain of whether high-involvement HRM systems can increase the commitment of women. This study aims to contribute to the growing body of research on the cross-level effect of HRM systems and practices on employee affective commitment by considering the moderating role of gender. Design/methodology/approach Integrating social exchange theory with gender role theory, this paper proposes that gender responses to HRM practices can be different. The hypotheses were tested using data from 104 small- and medium-sized retail enterprises and 6,320 employees from Spain. Findings The findings generally support the study’s hypotheses, with women’s affective commitment responding more strongly and positively to employees’ aggregated perceptions of a shop-level high-involvement HRM system. The findings imply that a high-involvement HRM system can promote the affective commitment of women. Originality/value This study investigates the impact of both an overall HRM system and function-specific HRM sub-systems (e.g. training, information, participation and autonomy). By showing that women can be more positively affected by high-involvement HRM systems, this paper suggests that high-involvement HRM systems can be used to encourage the involvement and participation of women.

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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, but more wide-ranging forms like employee involvement in decision making and quality of work life programs await a final verdict on their futures.

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Fujimoto, Yuka, and Charmine E. J. Hartel. "Organizational diversity learning framework: Diverse employee involvement and participation." Academy of Management Proceedings 2012, no. 1 (July 2012): 12873. http://dx.doi.org/10.5465/ambpp.2012.12873abstract.

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Verma, Anil, and Robert B. McKersie. "Employee Involvement: The Implications of Noninvolvement by Unions." ILR Review 40, no. 4 (July 1987): 556–68. http://dx.doi.org/10.1177/001979398704000408.

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Using a survey of workers in a large unionized manufacturing plant in which quality circles had been introduced without the involvement of the union, the authors test several hypotheses about the profiles of workers who volunteered to join the program and of workers who participated in it. They find that volunteers were less active in the union, more eager for a “say” in decisions, and more attracted to group and voluntary activities than were nonvolunteers. Continued participation in the program, however, apparently did not affect these characteristics of volunteers. On the other hand, participation in the program appears to have increased workers' identification with the company and its goals, even after controlling for differences in pre-program individual characteristics.

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Huang, Xu, Evert Van de Vliert, and Gerben Van der Vegt. "Breaking the Silence Culture: Stimulation of Participation and Employee Opinion Withholding Cross-nationally." Management and Organization Review 1, no. 3 (November 2005): 459–82. http://dx.doi.org/10.1111/j.1740-8784.2005.00023.x.

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We investigated the relationship between the national cultural value of power distance and collective silence as well as the role of voice-inducing mechanisms in breaking the organizational silence. Using data from 421 organizational units of a multinational company in 24 countries, we found that both formalized employee involvement and a participative climate encouraged employees to voice their opinions in countries with a small power distance culture. In large power distance cultures, formalized employee involvement is related to employee voices only under a strong perceived participative climate.

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Roest, Joti. "Corporate Mobility – The Involvement of Employees." European Company and Financial Law Review 16, no. 1-2 (May 8, 2019): 74–105. http://dx.doi.org/10.1515/ecfr-2019-0004.

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In April 2018, the European Commission presented a proposal for a Directive amending Directive 2017/1132 as regards cross-border conversions, mergers and divisions. This article discusses the proposed provisions to protect the interests of employees in a cross-border operation. Their position would be strengthened since employee representatives are granted information and consultation rights. As to the protection of existing board level employee representation rights, the Proposal follows the EU legal framework on the involvement of employees, consisting of a negotiation process between representatives of the employees and the management. As Standard Rules apply if no agreement can be reached, negotiations take place with the law as a sentinel. Practice has shown that this complicated legal framework is effective in protecting existing employee participation rights. The Proposal shows that in 2019, this carefully vetted political compromise leaves EU legislators little room to manoeuvre by simplifying the framework or strengthening the position of employees.

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Pulignano, Valeria, and Norbert Kluge. "Employee involvement in restructuring: are we able to determine the price?" Transfer: European Review of Labour and Research 13, no. 2 (May 2007): 225–40. http://dx.doi.org/10.1177/102425890701300206.

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This article examines the role of employee involvement in industrial change at European level. It has been argued that employee participation constitutes an important pillar of the European social model promoted by the Lisbon strategy in 2000. The article explains why employee participation is important for responding to international competition. It assesses the extent to which a model of employee involvement and participation that manages change in a socially responsible way is already in place in Europe. This is addressed by appraising the strengths and weaknesses of European trade unions in setting up spaces for cross-border activities. Some elements that may enhance the level of cross-national union coordination are also indicated.

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Osei-Bonsu, Noble. "THE IMPACT OF CHANGE MANAGEMENT ON JOB SATISFACTION OF EMPLOYEES IN GHANA’S BANKING SECTOR." Problems of Management in the 21st Century 9, no. 2 (September 5, 2014): 140–49. http://dx.doi.org/10.33225/pmc/14.09.140.

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Employee job satisfaction is pertinent and critical in the change management process of contemporary organizations. The objectives of this study are to assess the extent of employee involvement in the change management processes, assess the impact of change management on employee job satisfaction and thirdly, attitude of employees after organizational change. A descriptive survey research design was employed to administer a self-designed questionnaire consisting of open and closed- ended items to one hundred and forty respondents using simple random sampling. Closed-ended items were measured on a five-point Likert scale. Data was analysed using SPSS and presented in descriptive form. The main findings indicate that employees’ involvement in the process was limited to provision of adequate information. It was also revealed that generally, the change had a positive impact on employees’ job satisfaction. Finally, employee attitudes after the change were found to be positive. Interestingly, respondents disagreed with the issue of high level of trust after the change process. In view of the findings, it is recommended that management should encourage employees’ maximum participation in the process through adequate representation on change management committees. Key words: attitude, change management, employee involvement, job satisfaction, organizational change.

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Marchington, Mick, and Anastasia Kynighou. "The dynamics of employee involvement and participation during turbulent times." International Journal of Human Resource Management 23, no. 16 (July 6, 2012): 3336–54. http://dx.doi.org/10.1080/09585192.2012.689161.

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O'Kelly, Kevin P. "A European project for employee board-level representatives: issues, roles and responsibilities." Transfer: European Review of Labour and Research 11, no. 2 (May 2005): 221–30. http://dx.doi.org/10.1177/102425890501100209.

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With the adoption of the Directive on employee involvement in the European Company (SE), the topic of employees' representation on the boards of companies has become an important element in the debate on employee participation. To study this issue, a European project is bringing together employee board-level representatives from ten Member States to exchange experiences and information, to identify issues of common concern, to learn from each other and to compare the different systems of employee involvement in place in the participating countries. The project is also addressing the challenge posed by changes in corporate governance and how the role and the responsibilities of employee board-level representatives, as company directors, are changing. This article outlines the objectives of the project, the progress to date and, in particular, the key concerns that have emerged from the work on the project to date.

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Chiu, Randy K. "Employee involvement in a total quality management programme: problems in Chinese firms in Hong Kong." Managerial Auditing Journal 14, no. 1/2 (February 1, 1999): 8–11. http://dx.doi.org/10.1108/02686909910245522.

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Total quality management (TQM) calls for a change of culture that requires employee involvement at all levels and a spirit of teamwork among all the stakeholders in corporations. Employee involvement, participation, and empowerment form the cornerstones of TQM. Involvement implies interaction between individuals, groups, and teams. However, managers who are used to a paternalistic and dictatorial mode of management will have difficulty in making TQM work. Chinese management philosophy and systems are not in harmony with the modern concept that encourages employee involvement and participative management. This paper discusses various factors that may lead to the failure of TQM programmes in Chinese firms in Hong Kong based on the information collected by the author in a recent study.

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Widyacahya, Fitri. "Pengaruh Pengawasan dan Kondisi Kerja terhadap Keterlibatan Kerja Karyawan Rumah Sakit Mata Undaan Surabaya." Jurnal Administrasi Kesehatan Indonesia 6, no. 1 (June 28, 2018): 21. http://dx.doi.org/10.20473/jaki.v6i1.2018.21-26.

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Prelimanary survey result showed the employee job involvement rate of Rumah Sakit Mata Undaan Surabaya reached 65,26%. It meant that employee job involvement rate was low (standard 80%) . Job involvement consist of three factors there are support from co-workers, employee participation in decision making, and the dependence of the tasks.The aim of this study was to analyze the influence supervision and working condition to employee job involvement. Observational analysis was used in this research with the cross sectional design. The data was obtained through questionnaire with simple random sampling involving 62 employees as the sample of the research. The obtained data were analyzed using logistic regression test univariate (α=0,05) to examine the influence of supervision and working condition toward the employee’s job involvement. The test result indicated that supervision significantly influenced employee job involvement at significance value was0,000201. Better supervison made better employee job involvement. On the other hand, working condition did not influence the employee job involvement (significance value was0,097), but crosstabulation result indicated that better working condition made better employee job involvement. It canbe concluded that supervision affects job involvement while working condition does not affect the job involvement. Keywords: job involvement, supervision, working condition

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Alsughayir, Abdulrahman. "Employee Participation in Decision-making (PDM) and Firm Performance." International Business Research 9, no. 7 (May 17, 2016): 64. http://dx.doi.org/10.5539/ibr.v9n7p64.

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<p>The objective of this study is to examine the influence of employee participation in decision-making on firm performance in Saudi Arabia’s manufacturing sector. Data were collected through pre-validated, piloted questionnaires, which were e-mailed to 341 manufacturing firms. The questionnaires asked about employee involvement in decision-making and performance variables. The response rate was 63.4 percent. Dimensions of PDM were rendered into 20 statements in the form of a five-point Likert scale. The scale, ranging from no involvement to substantial involvement, measured the degree of PDM. Additionally we used a five-point Likert scale to determine the extent of the firms’ performance in terms of the 10 criteria. The scores of the 10 items were summed and averaged to establish the mean index of the firms’ performance. An index of less than 4.0 was regarded as low firm performance; an index of 4.0 and above was considered to represent high firm performance. Statistical tools were used in analysis. Through product–moment correlation, we examined whether a relationship existed between employee participation in decision-making and firm performance. Regression analysis provided the extent of variation in the dependent variable and Z-test (approximated by the independent samples t-test). Findings showed a significant positive relationship exists between PDM and firm performance, suggesting that PDM is an essential component influencing firm performance. The higher the level of employee participation in decision-making, the higher the level of firm performance.Future studies involving the service industry would shed light on PDM in industries besides manufacturing.</p>

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McNabb, Robert, and Keith Whitfield. "The Impact of Financial Participation and Employee Involvement on Financial Performance." Scottish Journal of Political Economy 45, no. 2 (May 1998): 171–87. http://dx.doi.org/10.1111/1467-9485.00088.

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Lewer, John. "Employee involvement and participation under extreme conditions: The Newcastle steelworks case." Journal of Industrial Relations 55, no. 4 (July 23, 2013): 640–56. http://dx.doi.org/10.1177/0022185613489438.

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Leonardi, Salvo. "Employee participation and involvement: the Italian case and trade union issues." Transfer: European Review of Labour and Research 22, no. 1 (December 14, 2015): 81–99. http://dx.doi.org/10.1177/1024258915619366.

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Kheng Khor, Lay, and Lilis Surienty. "Safety Advice and Safety Participation in OSHMS among OHSAS 18001 certified Malaysian Manufacturing Companies." International Journal of Engineering & Technology 7, no. 3.24 (August 10, 2018): 55. http://dx.doi.org/10.14419/ijet.v7i3.24.17301.

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Lack of safety participation in Occupational Safety, Health and Environment Management System (OSHMS) has exposed employees to high risk of work hazards resulting in high occupational accidents. This does not only affect employee’s morale towards work, but employer also needs to bear the cost of recovery and its effect to its reputation. This study was carried out to determine the relationship of safety capital (management safety commitment, safety training, extrinsic reward, intrinsic reward, employee involvement, safety communication and safety advice) and safety participation in OSHMS using the resource-based view (RBV) and knowledge-based view (KBV) theories. A total of 100 responses were collected from Malaysian manufacturing firms certified with OSHA18001. Data were analysed using the Smart Partial Least Square (SmartPLS). Results showed that safety training, extrinsic reward and employee involvement directly affect safety participation in OSHMS but not Management Safety Commitment, Intrinsic Reward and Safety Communication. However, Management Safety Commitment and Safety Communication indirectly affect safety participation in OSHMS moderated by high safety advice. As a managerial implication, this research showed that the role played by the safety officers represented by the safety advice is important in enhancing the safety practices and commitment in place to result in a successful safety participation in OSHMS.

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Ms. Tessla Arakal, Ms. Neenu Wilson, and Dr. Sebastian Rupert Mampilly. "PMS And EI: An Empirical Attestation Among Scientists." GIS Business 14, no. 6 (November 27, 2019): 321–29. http://dx.doi.org/10.26643/gis.v14i6.11843.

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The system of performance management is a complicated interconnected array of things to do holistically viewed as a built-in and multiplied toll road in an institution's journey in the course of the achievement of the goals by using nurturing and harnessing personnel resources, strengthening their skills to attain enduring comparative benefits. This survey and study undertaken intends to elucidate the effect of performance management technique on employee involvement. The degree of participation and membership of the employees in the policy making process of the organization is discerned to be the reflection of its Employee Involvement (EI). The statistics for the primary study was gathered from 200 scientists employed in Research and development organisations at the national level and the survey which was carried out during the first three months of 2019 is expected to articulate and reinforce the view that performance management system as the predictor impacts the result employee involvement.

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Liu, Jian, Jian Zhou, and Zhao Wei Wang. "Information-Applied Technology in Employee Involvement and Participation (EIP) Based Knowledge Map Building." Applied Mechanics and Materials 540 (April 2014): 443–47. http://dx.doi.org/10.4028/www.scientific.net/amm.540.443.

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Knowledge map is key part of knowledge management; it is the most powerful tool of knowledge share. Base on the analysis of characteristic, utility of knowledge map and Employee Involvement and Participation (EIP) characteristics, author builds Knowledge Structures Map, Knowledge Applications Map. Base on the research, author proposes 5 steps to build knowledge, and then illustrate the model via a case study with Information-applied Technology. This paper discusses and explores application of knowledge map in Employee Involvement and Participation (EIP) management.

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Pamungkas, Verlina Dwi, and Fitri Wulandari. "THE INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICES AND JOB INVOLVEMENT ON THE EMPLOYEE PERFORMANCE IN THE PUBLIC SERVICE SECTORS MEDIATED BY AFFECTIVE COMMITMENT." Journal of Management and Islamic Finance 1, no. 1 (June 17, 2021): 75–90. http://dx.doi.org/10.22515/jmif.v1i1.3571.

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This study aims to analyze the influence of Human Resource Management (HRM) practices and job involvement on the employee performance of the public service sectors mediated by affective commitment. The sample in this study was 105 employees who work in the public sector. This study used path analysis employing the IBM SPSS 22 software. The results of this study indicate that there is a positive and significant influence of HRM practices in the public service sectors on employee performance and there is a positive and significant influence of job involvement on employee performance as well as the positive and significant influence of affective commitment to employee performance. The results also show that affective commitment does not mediate either partially or fully the influence of HRM practices on the performance of employees in the public service sectors. In addition, affective commitment also does not mediate either partially or fully the effect of job involvement on the performance of employees in the public service sectors. The best strategy proposed in this study is how to encourage the role of job involvement in the form of increased participation, work flexibility, empowerment, and wider responsibility to increase affective commitment and employee performance.

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Gilberg, Jay. "Managerial Attitudes toward Participative Management Programs: Myths and Reality." Public Personnel Management 17, no. 2 (June 1988): 109–23. http://dx.doi.org/10.1177/009102608801700202.

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Renewed scholarly interest in forms of participative management links theories of employee motivation with job design and organizational change. Of the various obstacles to initiation and implementation of employee involvement plans the managerial barrier, rather than employee, structural, or situational barriers, is the primary concern here. To empirically analyze managerial attitudes toward participative management programs a questionnaire instrument was developed and distributed to managers in four large organizations, netting a sample of over 200 managerial respondents. The findings of the study indicate that: (1) there is a “participation gap” in 13 of 15 practices surveyed where managers would prefer more participation than currently exists and; (2) managers who use participatory techniques overwhelmingly find that they have a favorable impact on employee performance and employee attitudes at work. The implications of the findings are that there is a high degree of interest in participative management and in most cases the actual and perceived benefits outweigh the drawbacks in the view of managerial personnel.

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Maldonado Alcudia, Ana Virginia del Carmen, Cesar Miguel Maldonado Alcudia, and Minerva Candelaria Maldonado Alcudia. "Employee involvement in hotel total quality management." Journal of Intercultural Management 7, no. 4 (December 1, 2015): 55–67. http://dx.doi.org/10.1515/joim-2015-0030.

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AbstractThe paper focuses on the analysis of the employees’ behaviour, specifically in their involvement and commitment in hotel service after the implementation of a quality management system. When organization fails to involve the employees in a meaningful way, two types of workers could be identified; employees with high efficiency and employees with resistance to change. In this qualitative study, it was observed that if an employee doesn’t feel a sense of accomplishment, even when he constantly receives training courses, has incentives or sanctions, it is going to be difficult to get his involvement and commitment with the organization goals. This situation happens because the hotel quality management system is supported by an isomorphism with standardized rules that proceeded or originate from a different context and, in that system the features of the company and workers were not considered. The case study war carried out in a touristic destiny of sun-beach tourism in Mexico. Questionnaires and semi-structured interviews were prepared to elicit the employees’ participation in decision-making process, the employees’ involvement and commitment to achieve organization’s quality objectives, the employees’ efficiency in production processes and service, and the socialization. As already stated earlier, the intention of this paper is to develop an understanding of the actual practices that guide the relationships of human resources, when quality is joined as a contingent element.

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Wilkinson, Adrian, Keith Townsend, and John Burgess. "Reassessing employee involvement and participation: Atrophy, reinvigoration and patchwork in Australian workplaces." Journal of Industrial Relations 55, no. 4 (July 23, 2013): 583–600. http://dx.doi.org/10.1177/0022185613489419.

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Cox, Annette, Mick Marchington, and Jane Suter. "Employee involvement and participation: developing the concept of institutional embeddedness using WERS2004." International Journal of Human Resource Management 20, no. 10 (October 2009): 2150–68. http://dx.doi.org/10.1080/09585190903178104.

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Bäckström, Izabelle, and Malin Lindberg. "Varying involvement in digitally enhanced employee-driven innovation." European Journal of Innovation Management 22, no. 3 (June 3, 2019): 524–40. http://dx.doi.org/10.1108/ejim-01-2018-0008.

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Purpose The purpose of this paper is to advance knowledge about the mechanisms behind, and the implications of, varying involvement in digitally enhanced employee-driven innovation (EDI) by studying how a firm integrates a web-based tool in the organization of its EDI process. Design/methodology/approach Based on a qualitative in-depth interview study with managers and employees at one high-performing and one low-performing office of a global IT firm, a critical discourse analysis was performed. It explored how the EDI discourse was produced, distributed and consumed in relation to the web-based tool for collecting and selecting employee ideas. Findings The results demonstrate that the production of the innovation discourse by the top-level management, which emphasizes client satisfaction rather than employee engagement, restricts the employees’ utilization of the digital platform that distributes the discourse. However, at the high-performing office, employee participation is ensured because the local managers act as co-distributors of the digital tool. Research limitations/implications The single case study design limits the generalizability of the results, but is nevertheless relevant for understanding the mechanisms and implications in similar contexts where web-based tools are used to enhance EDI processes. Practical implications The study provides practical insights into the importance of local management’s active promotion of digital tools in order to ensure employee involvement. Originality/value The study contributes to the EDI literature by identifying some mechanisms behind and the implications of varying employee involvement in digitally enhanced EDI processes.

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Ku, Chen-Yen. "The Prospects of Employee Participation in State-Owned Enterprises: Lessons from the Case of Chunghwa Telecom Company in Taiwan." Economic and Labour Relations Review 14, no. 1 (June 2003): 21–31. http://dx.doi.org/10.1177/103530460301400103.

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One of the major factors in building a successful system of employee participation is the involvement of unions and government. In this article, the limitations of system of employee participation in Taiwan are examined. The article begins with a brief overview of Taiwanese industrial relations. It then focuses on the development of Employee Participation in Taiwan, before exploring the impacts of privatisation on the state-owned enterprises in Taiwan, with reference to Chunghwa Telecom Company.

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Mohsen, Ahsanullah, and Omer Sharif. "EMPLOYEE PARTICIPATION IN DECISION MAKING AND ITS EFFECT ON JOB SATISFACTION." International Journal of Research -GRANTHAALAYAH 8, no. 7 (August 17, 2020): 415–22. http://dx.doi.org/10.29121/granthaalayah.v8.i7.2020.580.

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This research was set to determine the effects of Participatory Decision Making on Employee Satisfaction in Afghanistan International Bank. The core objective of this research is to determine the effects of participation in decision making on employee satisfaction among Afghanistan International Bank staff members. The study also examines the impact of employee commitment, organizational structure, leader behavior, academic level, and workplace on the job satisfaction of the staff. The importance of collaborative management empowering the member of the workforce today is one of the core tasks of managers. The general population of the study comprises employees of Afghanistan International Bank (AIB). The information gathered in this study consists of primary data and secondary data including articles, previous research, and websites. SPSS 24 software was used to analyze the information. Regression analysis was used to accept or reject the hypotheses and determine the relationship between personnel participation in decision making and job satisfaction. The results show that employee involvement in decision making has a positive effect on job satisfaction, while bank employees still participate in the decision making on average. The results also show that employee commitment, organizational structure, leader behavior, and the workplace are among the factors that produce a positive impact on participation in decision making and the level of education endures no relationship with participation in decision making.

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Kerckhofs, Peter. "Involvement and Participation Association (IPA); European Works Councils, Moving forward with employee consultation." Transfer: European Review of Labour and Research 5, no. 3 (August 1999): 416–22. http://dx.doi.org/10.1177/102425899900500312.

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Hunt, Mary K., Ruth Lederman, Steven Potter, Anne Stoddard, and Glorian Sorensen. "Results of Employee Involvement in Planning and Implementing the Treatwell 5-a-Day Work-Site Study." Health Education & Behavior 27, no. 2 (April 2000): 223–31. http://dx.doi.org/10.1177/109019810002700208.

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When work-site health promotion programs incorporate theories of community organization, it is likely that employee ownership and participation are enhanced. This article reports quantitative indicators of involvement of Employee Advisory Board (EAB) members in the Treatwell 5-a-Day work-site study and examines relationships between EAB member time spent on project activities and work-site size, with indicators of the extent of implementation and variables associated with behavior change and work-site support. The results reported here indicate that a greater number of EAB member hours spent on program activities was associated with a greater number of events implemented. Smaller work-site size was associated with greater employee awareness of the program and greater participation in project activities as reported on the employee survey. These results suggest that the number of hours employee representatives devote to project activities might be an important consideration in planning employee involvement in work-site health promotion programming.

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Galeazzo, Ambra, Andrea Furlan, and Andrea Vinelli. "The role of employees' participation and managers' authority on continuous improvement and performance." International Journal of Operations & Production Management 41, no. 13 (May 11, 2021): 34–64. http://dx.doi.org/10.1108/ijopm-07-2020-0482.

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PurposeDrawing on the theoretical concept of organisational fit, this paper questions the relevance of employees' participation in the link between continuous improvement (CI) and operational performance. The literature has long emphasised that to be successful, CI implementation needs to rely on employees' involvement as soon as its inception. This paper argues that this approach is not generalisable.Design/methodology/approachBased on a database of 330 firms across 15 countries, regression analyses were used to hypothesise that the fit between CI and employee participation is positively associated with operational performance, and that the fit between CI and centralisation of authority is negatively associated with operational performance. The authors also ran a robustness check with polynomial regression analyses and the response surface methodology.FindingsCI–employee participation fit is positively associated with operational performance, suggesting that there is less need for employees to be involved when a firm has scarcely developed CI. Employee participation becomes gradually more relevant as CI progresses. Moreover, the results demonstrate that the CI–centralisation of authority fit is negatively associated with operational performance, suggesting that a top-down management approach with centralised authority is preferable when CI is low, whereas a bottom-up management approach is helpful when a firm has extensively developed CI.Originality/valueThis research draws on the concept of organisational fit to explore the relationships between internal practices in the operations management literature. The authors suggest that managers should dynamically balance the practices of employee participation and centralisation of authority as CI improves. This study highlights that CI has different evolutionary levels that require different managerial approaches and practices.

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Valeo, Antonella. "A Case Study of Employee Participation in a Workplace ESL Program." TESL Canada Journal 16, no. 1 (October 26, 1998): 75. http://dx.doi.org/10.18806/tesl.v16i1.711.

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This article reports the findings of a study undertaken in the spring of1997 of a workplace ESL program offered at a rubber parts manufacturing plant in Toronto. The purpose of the study was to recommend changes in program delivery that might facilitate and encourage employees to enroll in the ESL program. The premise of the study was the belief that given appropriate circumstances and conditions, all employees can be motivated to participate. This premise was supported by similar research in the field that explored how various factors beyond the desire to learn may affect an individual's decision to participate in formal learning opportunities. In order to explore these factors, a questionnaire was distributed to employees. Based on the findings from this survey, the following recommendations were made. First, classes should be held during the working day and that part of the class time be paid for. This was to replace the cash incentive provided by the employer at the end of the program year. Second, the location of the lessons should be moved from the existing location, the cafeteria, to a meeting room. Last, the program should be strengthened by greater involvement of employees and employer in program development.

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Smith, Vicki. "Employee Involvement, Involved Employees: Participative Work Arrangements in a White-Collar Service Occupation." Social Problems 43, no. 2 (May 1996): 166–79. http://dx.doi.org/10.1525/sp.1996.43.2.03x0203u.

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Smith, Vicki. "Employee Involvement, Involved Employees: Participative Work Arrangements in a White-Collar Service Occupation." Social Problems 43, no. 2 (May 1996): 166–79. http://dx.doi.org/10.2307/3096996.

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ABU EL-ELLA, NAGWAN, MARTIN STOETZEL, JOHN BESSANT, and ANDREAS PINKWART. "ACCELERATING HIGH INVOLVEMENT: THE ROLE OF NEW TECHNOLOGIES IN ENABLING EMPLOYEE PARTICIPATION IN INNOVATION." International Journal of Innovation Management 17, no. 06 (December 2013): 1340020. http://dx.doi.org/10.1142/s1363919613400203.

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The experience of implementing employee involvement in innovation can be viewed as a bounded opportunity. Whilst long-term strategic benefits could flow from organising participation across the workforce, creating structures that sustain such a culture is highly complex. In effect the "transaction costs" of high involvement innovation limit its implementation. However a number of technological and social developments (such as innovation platforms and company social networks) offer new options in this space which may change this. In particular the "reach" and "richness" trade-off could be changed to permit higher levels of participation in larger-scale projects. Much depends on the ways in which implementation of systems deploying these new approaches is undertaken and the development of appropriate behavioural routines to support them. This paper explores a number of cases within German enterprises and reports early experience along this learning curve.

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Kato, Takao, Ju HO Lee, Kang-sung Lee, and Jang-soo Ryu. "Employee participation and involvement in korea: evidence from a new survey and field research." International Economic Journal 19, no. 2 (June 2005): 251–81. http://dx.doi.org/10.1080/10168730500080923.

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Cheng, Zhiming. "The Effects of Employee Involvement and Participation on Subjective Wellbeing: Evidence from Urban China." Social Indicators Research 118, no. 2 (September 7, 2013): 457–83. http://dx.doi.org/10.1007/s11205-013-0430-8.

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Smith, David. "New Zealand study of not-for-profit (NFP) shows high degree of employee involvement doesn't produce results without strong HRM policies." Human Resource Management International Digest 29, no. 5 (June 17, 2021): 22–24. http://dx.doi.org/10.1108/hrmid-03-2021-0066.

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Purpose There is a growing interest in employee involvement as a means to enhance commitment and wellbeing. Typically, there is a degree of power sharing in decisions at all levels. In large organizations, the strategy has been shown to deliver benefits. The authors wanted to study the themes in a small NFP. Design/methodology/approach The authors chose an extreme case of a small NFP organized on democratic lines but with only informal HRM policies. They felt an extreme case would be instructive. The organization, which they gave the pseudonym OA, is a small non-profit agency that offers education around sexual violence and advice and support to survivors. As a collective, it involves everyone in decision-making. The lead author carried out the detailed study over six months based in the office. It involved formal interviews with six existing employees and six ex-employees, or volunteers, as well as a clinical supervisor. Findings The study showed that without systematic and strategic HRM policies, strong forms of employee participation won’t deliver higher levels of equity. Although the NFP in the study operated as a collective, it lacked even basic HR policies. The consequences included poor management, high turnover, burnout and inadequate training. Originality/value The authors said the results showed that small size and organizational commitment did not always support effective employee participation. Weak HR policies made the problems of poor communication and decision-making worse and caused a lot of stress. As a result, the high turnover impacted performance. The findings add a note of caution to existing findings about employee participation. In fact, perversely, it can even lead to worse outcomes. Arguably, they say, HRM is even more essential in a small NFP environment because of the structural constraints and lack of funding.

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Robertson, Michelle M., Joseph D. Bowman, and Steve M. Rosenberg. "Evaluating Employee Participation Programs Addressing Health, Safety, and Ergonomic Issues in the United States." Proceedings of the Human Factors Society Annual Meeting 30, no. 11 (September 1986): 1111–15. http://dx.doi.org/10.1177/154193128603001117.

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With the increase of system complexity, organizations are having to respond to these new demands by utilizing employee involvement methods. This paper attempts to review and examine representative studies of employee participation with particular focus on health, safety and ergonomic issues. Four topics are presented in this paper (1) the different organizational forms of participatory approaches (2) goals of the employee participation programs (3) evaluations criteria of the program and (4) conclusions. It appears that worker participatory programs are successful in addressing health, safety and ergonomie issues. However, in order to insure the success implementing a participatory decision-making program, a macroergonomics perspective should be taken.

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Bhatia, Swati, and Sushma. "A factor Analytical Study: Organizational Climate and Employee Engagement in IT sector in National Capital Region." Think India 22, no. 3 (September 28, 2019): 1178–88. http://dx.doi.org/10.26643/think-india.v22i3.8473.

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The purpose of the present paper is to identify the drivers of the employee engagement in the IT sector of National Capital Region. The responses were collected through self- structured questionnaire on five point likert scale rating. The present research attempts to study the key factors of organizational climate and its impact on employee engagement. The study concludes that organizational climate is the combination of creative, development oriented, reward, recognition, involvement and participation, communication, openness and trust oriented systems within an organization which impacts the commitment and engagement level of employees. The results depicts that there is significant relationship between Organizational climate and the employee engagement.

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Mahabeer, Melissa, and Patsy Govender. "Employee involvement and work team effectiveness: Biographical influences." Corporate Ownership and Control 10, no. 1 (2012): 353–62. http://dx.doi.org/10.22495/cocv10i1c3art4.

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This aim of this study was to determine the biographical influences on employee involvement and work team effectiveness. Data for the study was collected using a questionnaire and analyzed using descriptive and inferential statistics. A sample of 150 employees was drawn using the stratified random sampling. Significant differences were found with the participative decision-making sub-dimension of employee involvement and length in service. Significant differences were found with both participative decision-making and job satisfaction, and gender. No significant differences surfaced with work team effectiveness and the biographical profiles. The literature review is followed by the results of the study. The study provides a guide for organizations to rethink and find ways to reach a solution building work environment

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Markey, Raymond, Ann Hodgkinson, and Jo Kowalczyk. "Gender, part‐time employment and employee participation in Australian workplaces." Employee Relations 24, no. 2 (April 1, 2002): 129–50. http://dx.doi.org/10.1108/01425450210420884.

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The international trend in the growth and incidence of “non‐standard employment”, and its highly gendered nature, is well documented. Similarly, interest in employee involvement or participation by academics and practitioners has seen the emergence of a rapidly growing body of literature. Despite the continued interest in each of these areas, the literature is relatively silent when it comes to where the two areas intersect, that is, what the implications are for employee participation in the growth of non‐standard employment. This paper seeks to redress this relative insularity in the literature by examining some broad trends in this area in Australia. The literature lacks one clear, accepted definition of “non‐standard” employment. For ease of definition, and because of the nature of the available data, we focus on part‐time employment in this paper. The paper analyses data from the Australian Workplace Industrial Relations Survey of 1995 (AWIRS 95). It tests the hypotheses that part‐time employees enjoy less access to participatory management practices in the workplace than their full‐time counterparts, and that this diminishes the access to participation in the workplace enjoyed by female workers in comparison with their male colleagues, since the part‐time workforce is predominantly feminised. These hypotheses were strongly confirmed. This has major implications for workplace equity, and for organisational efficiency.

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Tyugaev, Aleksey Romanovich. "Creation of staff involvement as part of the strategic human resource management in a company." Laplage em Revista 6, Extra-B (December 24, 2020): 256–60. http://dx.doi.org/10.24115/s2446-622020206extra-b668p.256-260.

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Based on the analysis of the literature, the system of strategic effective management of the company was studied. It is noted that the implementation of the strategic goals by an organization can only be achieved through forming a common goal for all participants and staff involvement. Tools for the formation of employee engagement are proposed. Thanks to SPMS, employees and managers understand mutual expectations, thus reducing the number of conflict situations and ambiguous understanding of everyone's job responsibilities. The decrease in staff turnover, the growth of the customer satisfaction index, and the active participation of employees in a store’s projects make it possible to assess staff involvement. SPMS allows establishing the relationship between the strategic goals of the company with the daily functional responsibilities of staff, involving employees in the phased implementation of the strategy, giving importance to the work of each employee, and determining their contribution to the implementation of strategic goals.

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Sutha, Jayaranjani, Pavithra Kailasapathy, and J. A. S. K. Jayakody. "Integrated Theoretical Model for Employees’ Intention to Participate in Non-Mandatory Trainings." International Journal of Business and Management 11, no. 11 (October 26, 2016): 139. http://dx.doi.org/10.5539/ijbm.v11n11p139.

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<p>The significance of non-mandatory training is presently being acknowledged across the globe and currently its importance has been raised to a level near to that of compulsory training. However, research evidence indicates that if the training is non-mandatory, employees are generally reluctant to participate in training programs. Yet, a study of the current literature suggests there is no appropriate theoretical framework to predict and explain the motivational and inhibitory factors underlying employee participation in non-mandatory training. This paper addresses this lacuna, drawing from the Adult Learning theory, the Expectancy theory and the Perceived Organizational Support (POS) theory; it argues that the perception of a supportive environment in the organization, the fostering of employees’ dispositional characteristics, job involvement and career motivation, working together enhance employees’ intention to participate in the non-mandatory training programs. Building on this argument further, it is proposed that when the perceived benefit of training is stronger, its effect on employee dispositional characteristics, job involvement and career motivation pertaining to participation in non-mandatory training becomes stronger. Being one of the early attempts at theorizing on employees’ intention to participate in non-mandatory training, this paper hopes to provide an appropriate theoretical foundation for the empirical work in this field, while providing an insight for managers involved in non-mandatory training of employees. </p>

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Stevens, George E. "Personal Liability of Newspaper Employees for Defamation." Newspaper Research Journal 9, no. 4 (June 1988): 49–55. http://dx.doi.org/10.1177/073953298800900405.

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Most legal authorities say responsibility for defamation extends to “every person who directly or indirectly publishes or assists in the publication of an actionable defamatory statement.” This article considers how much involvement in an alleged libel is required for a newspaper employee to be responsible for a plaintiff's injury, and finds that some active participation in the communication has been necessary.

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Richardson, Mike, Andy Danford, Paul Stewart, and Valeria Pulignano. "Employee participation and involvement: Experiences of aerospace and automobile workers in the UK and Italy." European Journal of Industrial Relations 16, no. 1 (February 19, 2010): 21–37. http://dx.doi.org/10.1177/0959680109355309.

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Journal articles on the topic 'Employee involvement and participation'

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