Journal articles: 'Employee participation'

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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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DeMaria, Alfred T. "Employee Participation Programs." Management Report for Nonunion Organizations 41, no. 6 (June 2018): 3–5. http://dx.doi.org/10.1002/mare.30397.

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Sherman, Bruce W., and Carol Addy. "Association of Wage With Employee Participation in Health Assessments and Biometric Screening." American Journal of Health Promotion 32, no. 2 (May 23, 2017): 440–45. http://dx.doi.org/10.1177/0890117117708607.

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Purpose: To understand differences in health risk assessment (HRA) and biometric screening participation rates among benefits-enrolled employees in association with wage category. Design: Cross-sectional analysis of employee eligibility file and health benefits (wellness and claims) data. Setting: Data from self-insured employers participating in the RightOpt private exchange (Conduent HR Services) during 2014. Participants: Active employees from 4 companies continuously enrolled in health insurance for which wage data were available. Measures: Measures included HRA and biometric screening participation rates and wage status, with employee age, sex, employer, job tenure, household income, geographic location, and health benefits deductible as a percentage of total wages serving as covariates. Analysis: Employees were separated into 5 groups based on wage status. Logistic regression analysis incorporated other measures as covariates to adjust for differences between groups, with HRA and biometric screening participation rates determined as binary outcomes. Results: Participation rates for HRA and biometric screening were 90% and 87%, respectively, in the highest wage category, decreasing to 67% and 60%, respectively, among the lowest wage category. Conclusion: Employee wage status is associated with significant differences in HRA and biometric participation rates. Generalizing the results generated by modest participation in these offerings to entire populations may risk misinterpretation of results based on variable participation rates across wage categories.

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Dominic Suta, Damas. "Exploring the Relationship among Employee Participation and Job Satisfaction, Employee Commitment and Employee Performance." International Journal of Science and Research (IJSR) 12, no. 10 (October 5, 2023): 762–68. http://dx.doi.org/10.21275/sr231008004659.

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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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Little, Anna, Russell Wordsworth, and Sanna Malinen. "Workplace exercise programmes – how organizational factors influence employee participation." Development and Learning in Organizations: An International Journal 34, no. 6 (December 19, 2019): 37–39. http://dx.doi.org/10.1108/dlo-10-2019-0252.

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Purpose Past research identifies many positive outcomes associated with workplace exercise initiatives. Realizing these outcomes is, however, dependent on securing sustained employee participation in the initiative. This study examines how organizational factors influence employee participation in workplace exercise initiatives. Design/methodology/approach The study utilizes data from 98 employees who were provided with the opportunity to participate in a workplace exercise initiative. Data were collected via an online survey as well as semi-structured interviews. Findings The paper shows that organizational, rather than individual-level, factors had the greatest impact on employee participation in workplace exercise initiatives. Leadership support for well-being was particularly important and had a significant effect on participation frequency. This relationship was moderated by employee perceptions of employer intentions, such that the more genuine and caring an employer’s intentions were perceived to be, the more likely employees were to participate. Our findings also show that perceived employer intentions have a significant direct effect on employee participation. Research implications We extend research on employee participation in well-being initiatives by considering the influence of organizational, rather than individual-level, factors. Practical implications This research is of practical significance as it highlights the importance of positive leadership in fostering physical well-being in the workplace. It reinforces that sustained participation in workplace exercise initiatives requires deliberate planning, promotion and support from organizational leaders. Originality/value Most studies of workplace exercise and well-being initiatives focus on individual barriers to participation. Our study highlights the important role of leadership support and perceived intentions as organizational influences on employee participation.

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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 trade unions and the EWC nature and agreements. The research method is qualitative with semi-structured interviews conducted with management executives, human resource management executives and the selected organizations participating in the study are active in the pharmaceutical industry and fall within the scope of Directive 2009/38/EC/16.5.2009 on the right of employees to information and consultation at Community-scale companies and groups of companies. The findings indicate that most of the participant companies when designing employee involvement and participation practices, consider a formal model of best practices that has been codified for all multinational companies. Regarding the global company’s policy on consultation and employee involvement most of the participant companies state that they provide a little more than the institutional framework requires. Nevertheless, management receives information about the activity and meetings of the EWC systematically at the time of EWC meetings. Increasing employee participation requires both management attention and initiatives on the part of employees.

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Baran, Krzysztof W. "PROTECTION OF THE EMPLOYMENT RELATIONSHIP OF EMPLOYEE REPRESENTATIVES IN THE ACT ON CROSS-BORDER TRANSFORMATIONS, MERGERS AND DIVISIONS OF COMPANIES." Roczniki Administracji i Prawa 4, no. XXIII (December 31, 2023): 327–34. http://dx.doi.org/10.5604/01.3001.0054.2705.

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The mechanisms of employee participation in companies established as a result of trans-border transformation, merger or split of companies are one of the dimensions of the empowerment of employees as part of the European participation model. Exercising their participation rights by the employee community poses a threat of the emergence of conflict between the employer and employee representatives. Their consequences may affect the existence of the employment relationship of employee representatives, especially those who show dedication and are uncompromising in performing their participation-related functions. The principles of protecting employee representatives are regulated by Art. 51 of the Act. This provision establishes various planes of protection, starting from the subjective one, through objective, to the temporal plane. This article presents all those planes in the dogmatic aspect.

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Roelofs, Erwin R. "Shelf SEs and Employee Participation." European Company Law 7, Issue 3 (June 1, 2010): 120–27. http://dx.doi.org/10.54648/eucl2010023.

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The SE Directive provides some rules on employee participation after the formation of an SE. In this contribution, Roelofs describes the role of employees when a shelf SE is activated and when it employs employees.

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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 formats. Through a workshop with expert practitioners, the authors transfer and enhance these theoretical findings in the context of digital transformation. Experts rated the three most important goals and identified accompanying success factors, barriers and effects.FindingsThe results show that it is not necessarily the degree of involvement but a context-specific selection of measures, the quality of their implementation as well as the actual uptake of suggestions and activities developed by employees that contribute to employees accepting and participating in goal-directed transformations. Moreover, employees must have sufficient information and time for their participation in transformation processes.Originality/valueThis paper is based on a transformative approach, combining literature analysis to identify formats and goals of employee participation with experiential knowledge of digital transformation practitioners. In addition to relating intervention formats to goals pursued in organizational change processes, empirical and experiential perspectives are used to identify three very relevant goals and respective determinants in digital transformation processes.

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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 and organizations, the potential costs and threats of employee participation and the added value of EWCs in multinational subsidiaries in the pharmaceutical industry in Greece. The data gathering was carried out through in-depth semi-structured interviews with management, HR executives, trade union representatives and EWC representatives using a semi-structured questionnaire based on the state-of-the-art literature review. Organizations participating in the study are subsidiaries of multinational companies with an active European Works Council in the pharmaceutical industry in Greece. Findings suggest that there are potential benefits of employee participation practices for the employees and added value for the pharmaceutical companies and provide a useful perspective for managers and researchers in the field of labor relations and human resource management.

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Khalid, Komal, and Samina Nawab. "Employee Participation and Employee Retention in View of Compensation." SAGE Open 8, no. 4 (October 2018): 215824401881006. http://dx.doi.org/10.1177/2158244018810067.

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This study determines the relationship between types of employee participation (delegative, consultative, worker director, and worker union) on employee retention and the moderation of employee compensation in this relationship. The authors analyzed four types of employee participation, employee retention, and compensation in two major sectors of Pakistan ( n = 1,054): service ( n = 535) and manufacturing ( n = 519). Self-administered questionnaires were distributed to first-line and middle-level employees. After establishing the reliability and validity of the scale, descriptive statistics, correlation, univariate analysis, multiple regression analysis, and independent-sample t test were conducted. All types of employee participation influence employee retention positively in both sectors. Employee compensation moderated the relationship between types of employee participation and employee retention. Delegative participation had a stronger influence on retention as compared with other types in both sectors. This is the first quantitative study to examine the influence of compensation on the relationship between direct and indirect types of employee participation on employee retention in six industries (Cement, Pharmaceutical, Food and Beverages, Health Care, Banking, and Higher Education) of Pakistan. The authors extend previous research studies by using comparative analysis tools to generalize the results in South Asian organizations.

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Hunton-Clarke, Lynsey, Walter Wehrmeyer, Roland Clift, Philip McKeown, and Henry King. "Employee Participation in Environmental Initiatives." Greener Management International 2002, no. 40 (December 1, 2002): 45–56. http://dx.doi.org/10.9774/gleaf.3062.2002.wi.00005.

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Srinivasan, Sekar, and Lata Dyaram. "Employee participation in corporate volunteering." International Journal of Business and Emerging Markets 10, no. 2 (2018): 127. http://dx.doi.org/10.1504/ijbem.2018.091257.

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Dyaram, Lata, and Sekar Srinivasan. "Employee participation in corporate volunteering." International Journal of Business and Emerging Markets 10, no. 2 (2018): 127. http://dx.doi.org/10.1504/ijbem.2018.10012359.

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Kees Looise, Jan, and Michiel Drucker. "Employee participation in multinational enterprises." Employee Relations 24, no. 1 (February 2002): 29–52. http://dx.doi.org/10.1108/01425450210416915.

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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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Rodrigues, Carl A. "Employee Participation and Empowerment Programs." Empowerment in Organizations 2, no. 2 (August 1994): 29–40. http://dx.doi.org/10.1108/09684899410061645.

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Baloff, Nicholas, and Elizabeth M. Doherty. "Potential pitfalls in employee participation." Organizational Dynamics 17, no. 3 (December 1989): 51–62. http://dx.doi.org/10.1016/0090-2616(89)90036-3.

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Smith, Stephen C. "Employee participation in China's TVEs." China Economic Review 6, no. 1 (March 1995): 157–67. http://dx.doi.org/10.1016/1043-951x(95)90018-7.

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Rooney, Patrick Michael. "Employee ownership and worker participation." Economics Letters 39, no. 3 (July 1992): 323–28. http://dx.doi.org/10.1016/0165-1765(92)90269-5.

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Nerdinger, F. W. "Employee Participation and Organizational Culture." German Journal of Human Resource Management: Zeitschrift für Personalforschung 22, no. 2 (May 1, 2008): 107–10. http://dx.doi.org/10.1177/239700220802200201.

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Mohammad A. Binyaseen, Adel. "Office layouts and employee participation." Facilities 28, no. 7/8 (May 25, 2010): 348–57. http://dx.doi.org/10.1108/02632771011042455.

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Kumar, Manish, and Hemang Jauhari. "Employee participation and turnover intention." Journal of Workplace Learning 28, no. 8 (October 10, 2016): 496–509. http://dx.doi.org/10.1108/jwl-05-2016-0047.

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Purpose This paper aims to examine the explanatory roles of organizational justice (OJ) and learning goal/need satisfaction (LGS/LNS) in the relationship between participation in decision-making (PDM) and turnover intention (TI) of employees. OJ was expected to mediate the relationship of PDM with LNS and TI. Further, LNS was expected to mediate the relationship of PDM and OJ with TI. Design/methodology/approach This study used a rigorous design with 192 responses collected with temporal separation using snowball sampling technique. Responses on PDM, OJ and LNS were taken at one point of time, whereas responses on TI were taken at another point of time. Analysis was done using structural equation modeling approach in IBM SPSS AMOS 20. Findings OJ partially mediates PDM and LNS relationship but fully mediates PDM and TI relationship. Further, LNS partially mediates OJ and TI relationship but fully mediates PDM and TI relationship. PDM does not have a direct effect on TI. Research limitations/implications Ensuring participation of employees on programs and policies including those on human resources by itself may not be able to reduce TI of employees. It is when employees are able to experience fairness for themselves and/or they are able to add value for themselves by enhancing relevant knowledge base that PDM has an impact on TI. Therefore, organizations must ensure all three aspects of concern to employees; ensuring participation, fairness and individual growth of the employees to address TI. Originality/value Although there are studies relating TI separately with PDM, fairness and satisfaction, this study is able to contribute by specifying two-stage explanatory mechanism between PDM and TI. In addition, the authors believe that this study has brought in so far unexplored nuance of relevance of individual quest for learning in explaining TI. Further, through the use of robust design, the study contributes in corroborating research findings on TI.

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Michie, Jonathan, and Christine Oughton. "Employee Participation and Ownership Rights." Journal of Corporate Law Studies 2, no. 1 (July 2002): 139–54. http://dx.doi.org/10.1080/14735970.2002.11419879.

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Colbjørnsen, Tom, and Eivind Falkum. "Corporate Efficiency and Employee Participation." Concepts and Transformation 2, no. 3 (January 1, 1997): 231–53. http://dx.doi.org/10.1075/cat.2.3.03col.

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This article is an attempt to integrate the efficiency perspectives that are traditionally nurtured in business schools with the employee participation perspectives outlined in studies of industrial relations. Global communication between business units, and employee participation and co-determination within business units, both have impact on corporate efficiency. The two approaches are synthesized in a conceptual framework combining the articulation of interests and resistance with value-creation and value destruction.

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Pawęska, Marcin. "Employee participation in logistics companies." Logistics and Transport 59, no. 2 (2023): 5–15. http://dx.doi.org/10.26411/83-1734-2015-1-56-1-24.

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The article refers to the basic thesis that people (employees) are the most valuable asset of any organisation. In this case, the point of reference are the logistics companies. Some characteristics of the way the TSL industry operates are presented in a very condensed form. This has been used as an argument to emphasise the importance of human resources in these companies; in particular, the importance of intellectual capital. Owing to the specific nature of these companies, the need for logistics personnel to be highly competent was clearly emphasised. In fact, this is a sine qua non for staff to be able to actively participate in what is happening in the company, especially in the decision-making process. Not only were the conditions for implementing such a management style stressed, but there were also highlighted the benefits, especially those resulting from events which are unfavourable for the company.

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Li, Minglong, and Cathy H. C. Hsu. "Customer participation in services and employee innovative behavior." International Journal of Contemporary Hospitality Management 30, no. 4 (April 9, 2018): 2112–31. http://dx.doi.org/10.1108/ijchm-08-2016-0465.

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Purpose This paper aims to investigate the influence of customer participation in services on the innovative behaviors of employees. Although previous studies have acknowledged the importance of customers in service innovation and investigated how customer participation in product development teams affect innovation, the effect of mandatory customer participation in services on the employee innovative behavior has not been examined. In addition to addressing such gap, this study proposed the mediating role of interpersonal trust in the relationship between customer participation and employee innovative behavior and then tested the hypotheses in a restaurant context. Design/methodology/approach A total of 514 valid questionnaires were collected from frontline employees or entry-level managers in 25 well-known restaurants (including 14 hotels and 11 freestanding restaurants) in Beijing, China. The relationships among customer participation, interpersonal trust and employee innovative behavior were examined using structural models analyzed in AMOS 20.0. Findings The structural equation modeling results indicate that customers’ information and emotional participation in services significantly influence the innovative behavior of employees, whereas behavioral participation does not. In addition, a high level of interpersonal trust between customers and employees may increase employee innovative behaviors. Moreover, unlike cognitive trust, affective trust mediates the relationship between customer information or emotional participation and employee innovative behavior. Practical implications Findings indicate that service firms can encourage customers to participate actively in service co-creation; their participation in terms of information is encouraged to foster employee innovative behaviors by training employees and establishing an appropriate climate for information exchange. Moreover, service firms must pay attention to the emotions of customers during the service processes. Furthermore, the affective trust between customers and employees is significant to service firms, which need to take measures for employees to manage their relationships with customers well. Originality/value Based on the concepts of service marketing and organizational behavior, this study contributes to the research on customer–employee co-production and employee innovative behavior from an interdisciplinary perspective. The study reveals the influencing mechanism of customer participation on employee innovative behavior and contributes to the research on customer–employee interpersonal trust. Previous studies emphasized the importance of trust among work group members in innovation, while this study supports the association between customer–employee interpersonal trust and employee innovative behaviors.

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Kim, Gyeong Mook. "Examining the Effects of Employee Participation on Employee Productivity." Korean Academic Association of Business Administration 33, no. 1 (January 30, 2020): 97–123. http://dx.doi.org/10.18032/kaaba.2020.33.1.97.

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Pendleton, Andrew, John McDonald, Andrew Robinson, and Nicholas Wilson. "Employee Participation and Corporate Governance in Employee-Owned Firms." Work, Employment & Society 10, no. 2 (June 1, 1996): 205–26. http://dx.doi.org/10.1177/0950017096010002002.

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Pendleton, Andrew, John McDonald, Andrew Robinson, and Nicholas Wilson. "Employee Participation and Corporate Governance in Employee-Owned Firms." Work, Employment and Society 10, no. 2 (June 1996): 205–26. http://dx.doi.org/10.1177/0950017096102001.

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Blake, Susan M., Carl J. Caspersen, John Finnegan, Richard A. Crow, Maurice B. Mittlemark, and Kevin R. Ringhofer. "The Shape up Challenge: A Community-Based Worksite Exercise Competition." American Journal of Health Promotion 11, no. 1 (September 1996): 23–34. http://dx.doi.org/10.4278/0890-1171-11.1.23.

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Purpose. To assess organizational and employee participation during three community-wide worksite exercise competitions in two communities. Design. A one-group, posttest-only design was used. Lack of controls, exercise baseline, and the short-term nature of the interventions were limitations. Setting. The Minnesota Heart Health Program conducted annual exercise campaigns between 1982 and 1989 within three intervention communities to reduce behavioral risk for cardiovascular disease. The Shape Up Challenge was a worksite exercise competition designed, in conjunction with other campaign activities, to increase levels of physical activity. Subjects. A total of 119 participating companies in two Minnesota communities, and 17,626 employees within these worksites, composed the subjects in this study. Intervention. Eligible worksites were invited to participate in a month-long competition during which employees recorded minutes spent daily in aerobic activities. Incentives were established to promote intragroup cooperation and intergroup competition. Companies competed for awards that were based on average minutes of exercise per employee versus per participant. Measures. Numbers of companies recruited and participating, campaign activities, minutes of exercise, and costs were recorded on implementation logs. Companies completed surveys describing business type, number and sex of employees, existing health promotion programs, and perceived benefits of participation. Results. Of the 365 companies invited to participate, 33 % participated (range 15 % to 50%). Participating companies were more likely than nonparticipating companies to offer other health promotion programs and perceived greater benefits from participation. Women and smaller companies had significantly greater participation rates than men and larger companies. Average employee participation rates ranged from as high as 84% in smaller organizations to as low as 16% as organization size increased. Conclusions. Community-based worksite exercise competitions appear to be a viable strategy for promoting employee exercise, particularly in smaller companies. Group-based contingencies applied in natural work units may facilitate employee participation. Further research is needed to assess the relative efficacy of this approach, compare alternative incentives, and identify strategies to enhance exercise maintenance after the intervention has ceased.

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Oyenuga Michael Oyedele, Ruth Angbazo Andah, and Nduji Romanus. "Employee Participation and Organizational Performance in an Emerging Economy." Konfrontasi: Jurnal Kultural, Ekonomi dan Perubahan Sosial 10, no. 3 (August 24, 2023): 135–49. http://dx.doi.org/10.33258/konfrontasi2.v10i3.281.

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Public sector organisations are generally believed to be ‘no-man’s business and as a result employees sometimes do not give their best when discharging their duties. In Nigeria, though the public sector is the largest employer of labour, employees, otherwise referred to as civil servants heavily rely on government directives rather than using their initiatives when rendering services. This study seeks to find out how employee participation affects organisational performance in the public sector specifically in the head of service of the federation, in Nigeria. The study had a population of eight hundred and sixty-two (862) and a sample size of 400 which was derived using Taro Yamani formula. Primary data was gathered using questionnaires administered to the respondents and the data was analyzed using linear regression technique with the aid of Statistical Package for Social Sciences (SPSS). The findings revealed that all the independent variables examined comprising of employee involvement, employee engagement and employee empowerment had positive and significant effect on organisational performance of head of civil service in Nigeria. The study recommends amongst others based on the findings, that both regulatory authorities and head of service must take employee participation more seriously to ensure effective and optimum organisational performance.

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Poutsma, Erik, John Hendrickx, and Fred Huijgen. "Employee Participation in Europe: In Search of the Participative Workplace." Economic and Industrial Democracy 24, no. 1 (February 2003): 45–76. http://dx.doi.org/10.1177/0143831x03024001599.

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USMANI, SANIA. "Leveraging Financial Performance for Recruitment and Retention of Intellectual Capital through Financial Participation." International Review of Management and Business Research 9, no. 4 (December 7, 2020): 76–86. http://dx.doi.org/10.30543/9-4(2020)-8.

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In recent years, substantial attention has been given to the impact of Financial Participation on Financial Performance. However, there is a lack of research of the impact of Financial Performance on Financial Participation and the mediating role of Fnancial Participation between Financial Performance, Employee Recruitment and Employee Retention. In this paper, Financial Performance, Financial Participation, Employee Recruitment and Employee Retention is examined, including two types of financial participation; Employee Stock Options and Profit Sharing. The purpose of this research was to understand the role of financial participation in attracting individuals and retaining them. Non-probability-based convenience sampling technique was used in this study. The technique was used mainly due to ease of access of respondents, geographical proximity and cost-effectiveness (Etikan et al. 2016). Structural Equation Modelling was applied on the data analysis using Partial Least Squares method on SMART-PLS Software. Drawing on the data collected from 211 respondents from various national and multinational companies in the FMCG Sector of Karachi, Pakistan. The results indicated that Financial Participation has important interaction effects with Financial Performance, Employee Recruitment and Employee Retention. It is also found that indirect effect of Financial Participation has a strong mediating relationship with Employee Retention as compared to Employee Recruitment. The findings suggest that by incorporating financial participation by employees, HR can effectively recruit and retain better individuals. Also, ESOPs are a better form of attracting and retaining better employees. Keywords: Employee Stock Ownership, Financial Participation, Profit Sharing, Financial Performance, Employee Recruitment, Employee Retention.

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Sulastiningsih, Sulastiningsih, and Lilik Ambarwati. "Pengaruh Partisipasi Penyusunan Anggaran Terhadap Kinerja Pegawai." Jurnal Riset Manajemen Sekolah Tinggi Ilmu Ekonomi Widya Wiwaha Program Magister Manajemen 2, no. 1 (January 22, 2015): 26–34. http://dx.doi.org/10.32477/jrm.v2i1.160.

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The influence of budget participation has attracted the attention of researchers in recent years. Some research of the relation of budget participation on employee performance indicate inconsistent results. This study aims to know the influence of budget participation to employee performance. The respondent are employee that participate in the preparation of the budget, including middle managers and lower managers. The data is obtained through questionnaires to 30 employees. The model analysis is a simple linear regression. The results of this study indicate budgetary participation influence to employee performance. This study also found that budget participation has a positive effect on employee performance.Key Word : budget participation, employee performance

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Langan-Fox, Janice, Sharon Code, Rachel Gray, and Kim Langfield-Smith. "Supporting Employee Participation: Attitudes and Perceptions in Trainees, Employees and Teams." Group Processes & Intergroup Relations 5, no. 1 (January 2002): 53–82. http://dx.doi.org/10.1177/1368430202005001807.

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Hall, Jennifer L., Kevin M. Kelly, Leon F. Burmeister, and James A. Merchant. "Workforce Characteristics and Attitudes Regarding Participation in Worksite Wellness Programs." American Journal of Health Promotion 31, no. 5 (January 5, 2016): 391–400. http://dx.doi.org/10.4278/ajhp.140613-quan-283.

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Purpose. To estimate workforce participation characteristics and employees' attitudes regarding participation in workplace wellness programs. Design. Data from a statewide stratified random sample were used to compare small (<50 employees) and larger (50+ employees) workplaces to estimate participation in screening programs and likelihood of participation in workplace wellness programs. Setting. A telephone survey of employed Iowans registered to vote. Subjects. Surveyed were 1171 employed Iowans registered to vote, ages 18 to 65. Measure. Among questionnaire survey modules were items from the Wellness Council of America Employee Needs and Interest Survey, the U.S. Census Bureau for employment documentation, and the World Health Organization Health and Work Performance Questionnaire for assessment of sickness absenteeism and presenteeism. Analysis. Prevalence of participation in screening and wellness programs was analyzed by employment size and levels of likeliness to participate, and multivariable analyses of employee baseline characteristics regarding participation in screening programs and likelihood of participation in wellness programs was presented as top and bottom quartiles. Results. Those employed in smaller workplaces participated less often in screening programs. Multivariable models identified male gender and those with an abnormal body mass index were associated with nonparticipation, while having a primary care physician was associated with participation. Very few items showed significant statistical difference in willingness to participate. Conclusion. Workforce characteristics and access to health care may influence participation in screening and wellness programs. Employment size is not a determining factor for willingness to participate in wellness programs.

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Graham, Jill W., and Anil Verma. "Predictors and Moderators of Employee Responses to Employee Participation Programs." Human Relations 44, no. 6 (June 1991): 551–68. http://dx.doi.org/10.1177/001872679104400602.

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Delbridge, Rick, and Keith Whitfield. "Employee Perceptions of Job Influence and Organizational Participation Employee Perceptions." Industrial Relations 40, no. 3 (July 2001): 472–89. http://dx.doi.org/10.1111/0019-8676.00220.

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Alhosani, Adnan, Rosman Md Yusoff, Fadillah Ismail, and Fazal Ur Rehman. "Factors Affecting Delegation Authority toward Employees Performance." Journal of Social and Development Sciences 9, no. 4 (January 27, 2019): 43–48. http://dx.doi.org/10.22610/jsds.v9i4(s).2690.

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Employees are the key asset of every organization and their performance can influence the goals and objectives of organizations in a positive or negative way. The aim of this study is to develop a theoretical framework in relations to examine the effects of employeeâ€™s satisfaction and participation, delegation authority and empowerment on employeeâ€™s performance in UAE organizations. Specifically, to get an in-depth understanding of the linkage between delegation authority and employees performance with emphasize on (employee participation and employee satisfaction). This study is only limited to Dubai organizations and future research may be conducted in other countries as well as can assess the moderating role in the defined variables. By integrating employeeâ€™s satisfaction and participation, delegation authority and empowerment, and employeeâ€™s performance literature, the main contribution of this paper is the analysis of defined variables in Dubai organizations with emphasize on new challenges and to boost up the gap of relevant literature.

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Tienni Mariana Simanjorang, Roso Witjaksono, and Nafly Comilo Tiven. "The Participation of Employees in Building the Company's Image." International Journal of Integrative Sciences 2, no. 5 (May 30, 2023): 695–702. http://dx.doi.org/10.55927/ijis.v2i5.4121.

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This study aims to analyze the participation of employees in building the corporate image of PT Sang Hyang Seri Persero UBD Klaten Office. The research unit is all employees in the UBD Klaten Regional Office, which is as many as 30 people as a sample. The analysis was carried out by qualitative descriptive analysis with Likert analysis tools. The results showed that the total distribution of employee participation in building the company's image was in the low category. Employee participation in the form of quality assurance has a high participation compared to employee participation in service, social interaction and self-appearance

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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 of research. Data were generated through primary and secondary sources. The method for data collection was questionnaire which was administered randomly among the staff of the selected firm. The populations of the study were 2244, The sample size of the study is four hundred and thirty-two (432). While three hundred and thirty-two (332) where retrieved. The hypotheses were tested using regression method at 0.05% level of significance. The findings of the study revealed, There was significant relationship between direct employees’ participation in effective decision making and employee productivity in agro-entrepreneurship firms in Anambra state (t-7.761 p-0.00).There was significant relationship between consultative employees’ participation in effective decision making and employee productivity in agro-entrepreneurship firms in Anambra state (t-6.112 p-0.00).There was significant relationship between Representative employees’ participation in effective decision making and employee productivity in agro-entrepreneurship firms in Anambra state (t-2.836 p-0.00).The study recommends that The dimension and scope to which employee participate in organization sensitive issues should be deepened so as to attracts employee trust and commitment.Monthly or quarterly meetings and consultations with subordinates on crucial issues will stimulate employee morale and promote self-motivation as they will feel recognized and valued in the organization. This will be achieved through open and effective communication between the management and subordinates.

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Szelągowska-Rudzka, Katarzyna. "EMPLOYEE DIRECT PARTICIPATION VS. ORGANIZATIONAL CHANGES." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, no. 463 (2017): 333–43. http://dx.doi.org/10.15611/pn.2017.463.28.

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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 implementation, and above all, it should be concerned to carry out the cycle in such a way as to make employees the allies of change, to shape their proper attitude toward a change and their commitment to the process. Therefore, the aim of this paper is to develop a model of employee participation in the cycle of organizational changes. Through direct employee participation, this model explains how it is possible to get the employees involved in the process and to form appropriate attitudes to change.

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Tros, Frank. "Innovating employee participation in the Netherlands." Industrielle Beziehungen. Zeitschrift für Arbeit, Organisation und Management 29, no. 1 (October 17, 2022): 3–24. http://dx.doi.org/10.3224/indbez.v29i1.01.

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In this article, thirteen case studies are analysed which study the innovation processes renewing structures and forms of employee participation in companies in private and public sectors of industry in the Netherlands. In the majority of the case studies, new hybrid forms between representative and direct participation have been launched, in which elected members of works councils co-operate with non-member employees, mostly in temporary projects. These initiatives show successful results in mobilizing employee involvement in representative as well as in direct workers’ participation, and in improving efficiency and effectiveness in consultations with management in the workplace, as well as with company directors. At the same time, however, works councils have compromised on lowering the number of seats on their councils, leading to dilemmas around questions of democracy, formal powers and coordination. Furthermore, these experiments show limitations in their scope. Firstly, they hardly address more effective inclusion of the many (younger) workers with flexible contracts in employee participation schemes, nor the broader potential impacts on companies’ strategic decision-making. It can be concluded that practices aimed at renewing employee participation develop within the confines of the traditional characteristics of Dutch industrial relations, such as cooperative relationships between works councils and management, a low level of interventions from trade unions and a focus on the field of operational management (rather than on conflictual workers interests and strategic issues).

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Gaffney, Michael E., John Simmons, and William Mares. "Working Together: Employee Participation in Action." Industrial and Labor Relations Review 39, no. 4 (July 1986): 621. http://dx.doi.org/10.2307/2523280.

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Lansbury, Russell D. "Book Reviews : Employee Participation in Europe." Journal of Industrial Relations 39, no. 1 (March 1997): 157–58. http://dx.doi.org/10.1177/002218569703900108.

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Parks, David G. "Employee Participation Programs in Federal Court." Laboratory Medicine 26, no. 6 (June 1, 1995): 377–80. http://dx.doi.org/10.1093/labmed/26.6.377.

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Journal articles on the topic 'Employee participation'

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