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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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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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Hriníková, Dominika. "Increasing the Motivation of Human Potential via Identifying with the Meaning of the Business Activity." Journal of Intercultural Management 11, no. 4 (December 1, 2019): 100–114. http://dx.doi.org/10.2478/joim-2019-0025.
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Abstract Objective: The purpose of this article was to analyse the impact of the meaning of business activity on employees’ motivation. In the article, the basic contexts between the terms within the studied issue were presented. Methodology: Several methods and thought processes have been used in the article, such as analysis, synthesis, comparison, abstraction, or questionnaire survey. After analysing the theoretical background, questionnaires, interviews and observations were conducted and evaluated and their results led to the creation of specific recommendations. The research was carried out periodically in 2016 and subsequently in 2018. Findings: The basic sense of the functioning of the company must be properly explained to the employees in order to increase the level of their motivation. Only if employees identify themselves with the tasks assigned, they will take responsibility for them and will be willing to work with enthusiasm and interest. Such behaviour will have an impact on improving the efficiency of work performance and individual processes, which will also increase the overall efficiency of the organization. The first questionnaire survey revealed the high positive impact of several factors on increasing employee motivation. For example: interest in work; strive to be a good employee of the company; involvement in the workplace. The respondents of the second survey identified involvement in decision-making and participation in problem solving as important factors. Value Added: The core value of this article is based on the recommended model. In addition to the model that illustrates the basic elements in employee identification with the business meaning, a mechanism has been created to achieve this goal. If this mechanism, consisting of six key points, is used to implement a project, it can be assumed that employees will understand the importance of specific tasks. Recommendations: Motivation as an inner force of shifting a person – an employee – to achieve specific goals can be influenced by the motivation process. This process uses specific motivational tools to influence the behaviour of individuals. In line with this idea, the motivation of employees should be explored and encouraged. The main recommendation is to pay attention to identification of employees with the business meaning. In this case, employees will be involved in the decision-making, will be identified with the assigned tasks and will be willing to work with enthusiasm and interest.
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Wegge, Jürgen, Hans Jeppe Jeppesen, Wolfgang G. Weber, Craig L. Pearce, Silvia A. Silva, Alexander Pundt, Thomas Jonsson, et al. "Promoting Work Motivation in Organizations." Journal of Personnel Psychology 9, no. 4 (January 2010): 154–71. http://dx.doi.org/10.1027/1866-5888/a000025.
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What are the best interventions that Work and Organizational Psychology offers today for promoting high work motivation in organizations? This paper seeks to answer this question in two steps. First, we briefly summarize the main findings from 26 meta-analyses concerned with traditional practices such as goal setting, feedback, work design, financial incentives, or training. These practices can improve both organizational performance and the well-being of organizational members. Second, we examine in more depth a new, increasingly important high performance work practice: Employee involvement in organizational leadership (EIOL). This approach is built on theories focusing on organizational participation, shared leadership, and organizational democracy. We also illustrate recently constructed measurement instruments for assessing these constructs. This synopsis leads us to the development of a new integrative, multilevel model of EIOL. The model includes several mediator (e.g., knowledge exchange) and moderator variables (e.g., self-leadership competencies of actors) that explain why and when this approach is effective. We conclude that future research should focus on cross-level interactions of different forms of organizational participation, shared leadership, and organizational democracy, and seek to identify the processes mediating their interplay.
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Firmin, Michael W., Perry C. Kuhn, Jared D. Michonski, and Terra N. Posten. "From Outside-In to Inside-Out: A Qualitative Analysis of Childhood Motivation by Achievers in AWANA Programs." Christian Education Journal: Research on Educational Ministry 2, no. 1 (May 2005): 77–96. http://dx.doi.org/10.1177/073989130500200105.
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This study explored the motivational factors of elementary students participating in AWANA, an evangelical Christian religious club. A qualitative research design was employed to gather data from 52 participants in six states. Participants consisted of 24 male and 28 female sixth grade students in the final year of club participation who were eligible to complete the program in Spring 2004. Involvement with AWANA entails Scripture memory and other character-building activities. Data collection consisted of semi-structured interviews with open-ended questions regarding their overall club experience and motivation. Results were analyzed to assess motivational factors contributing to long-term club participation and completion of the program. By long-term, we indicate that the majority of students had participated in the program enough years to complete the required books for the Timothy Award. Overall, we found that award recipients began AWANA with an outside-in, or extrinsic, motivation. However, by the time they achieved their awards, they seemed to have converted to more of an inside-out, or intrinsic, motivation.
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Pradhan, Gopal Man. "Impact of Human Resource Management Practices on Behavioural Outcomes of Financial Institutions of Nepal." Batuk 6, no. 1 (November 2, 2020): 17–27. http://dx.doi.org/10.3126/batuk.v6i1.32632.
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This study is based on the impact of HRM practices on organizational performance in terms of behavioral outcomes of financial institutions of Nepal. The variables of HRM practices involve recruitment and selection, training and development, performance appraisal, career planning, compensation, employee participation, and job design whereas variable of behavioral outcomes involve motivation, cooperation, involvement and organizational citizenship. In this study, while analyzing the beta coefficient, it is found that job design sensitivity to organizational performance is high followed by employee participation and compensation system. But all other variables recruitment and selection training and development, and career planning have also positive impact on behaviour outcomes of organizational performance. However, recruitment and selection, training and development, and career planning have minimum impact on behaviour outcomes of organizational performance.
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Leontev, Mikhail. "Socio-psychological aspects of innovation behavior of workers in construction organizations." MATEC Web of Conferences 251 (2018): 05021. http://dx.doi.org/10.1051/matecconf/201825105021.
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The ability for introduction of innovation, improve products, services and work processes is becoming increasingly important for the construction industry today. This paper focuses on the personal and socio-psychological characteristics of innovation: employee attitudes toward innovations, the degree of employee involvement in innovation activity, personal motivation and incentives. It was found that the innovative behavior of workers in construction organizations is positively influenced by: participative leadership style, support of employees’ innovative behavior on the part of management, external business contacts, innovative results, successful practice of introducing innovations in the firm (enterprise). These factors, combined with material incentives, the desire for self-realization, the involvement of employees in all stages of the innovation process, create a suitable environment for the innovative activity of employees.
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Tian, Xiaowen, and Xiaoxuan Zhai. "Employee involvement in decision-making: the more the better?" International Journal of Manpower 40, no. 4 (July 1, 2019): 768–82. http://dx.doi.org/10.1108/ijm-05-2017-0090.
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Purpose The purpose of this paper is to relate participative decision-making (PDM) to organizational learning, and examine the impact of PDM on organizational performance. Design/methodology/approach The paper integrates the resource-based theory with organizational learning theory to develop a framework, and distinguishes PDM in which decisions are jointly made by employees and managers from employee decision-making (EDM) in which decisions are completely in the hands of employees. The paper incorporates an augmented Cobb–Douglass production function into a structural equation model to estimate the performance impact of PDM and EDM. Findings The paper tests the framework against firm-level data form China, and finds that PDM provides an opportunity for collective learning, and has a positive relationship with productivity-based profit gains; the positive relationship is stronger in firms whose management has greater accumulated knowledge and experience; EDM fails to provide an opportunity for collective learning, and has a negative relationship with productivity-based profit gains. Originality/value Prior research focused on the role of PDM in enhancing the motivation and performance of individual employees, considered the degree of employee involvement as a continuum with the highest being decision-making “completely in the hands of employees,” and concluded that the more involved are employees in decision-making the better. This paper relates PDM to organizational performance, and challenges this conventional view from an organizational learning perspective.
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Spaven, Malcolm, and Chris Wright. "The Role Dilemma of Safety Representatives in the UK Oil and Gas Industry." NEW SOLUTIONS: A Journal of Environmental and Occupational Health Policy 8, no. 2 (August 1998): 253–65. http://dx.doi.org/10.2190/g1u3-bwaa-u3l8-bugf.
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The tension is noted between trade union activism and involvement in employee participation schemes. It is shown why, in the United Kingdom's offshore oil and gas industry, a participation scheme—the safety representative system—may be expected to promote union activism in an industry which has resisted union encroachment. It is explained why and how safety representatives have, nevertheless, tended to deny unions a role in the system by reference to the conditions in which representatives acquire their definition of their function. This leads to a categorization of safety representative motivation and role performance and a clarification of how those definitions which associate the representative with management functions rather than union activism receive institutional support.
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Markov, Denis, Nina Markova, and Galina Chernovalova. "Impact of information-infrastructure mechanism of self-development management at industrial enterprises on employee engagement: empirical evidence." SHS Web of Conferences 116 (2021): 00020. http://dx.doi.org/10.1051/shsconf/202111600020.
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The work deals with the problems of a self-development organization considered as a self-organization system without hierarchy and employee position. Such kind of management is realized by self-management teams having full authority, responsibility and focus on the result. An individual and group motivation mechanism uses the employee potential to achieve one’s ambition targets. The employee and one’s potential are engaged with a maximum power in all fields of activity. Enterprises management explores employee engagement to estimate and manage this process. Each manager has enough cases when employee goes far beyond job responsibilities to achieve the result. This employee is engaged taking an initiative and informal responsibility. Engagement is a multidimensional construction, which demonstrates employee wishes to invest self-resources (knowledge, skills, competences, emotions and power) in enterprises activity. Engagement is a positive moment implying active involvement, loyalty and direct work. A lot of engagement investigations are aimed at management, result and employee’s participation in organization management. The study of employee’s initiative is a part of employee’s engagement according to infrastructure and information factors at industrial enterprises in Perm region described in the article.
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Прохорова, М., M. Prohorova, С. Булганина, S. Bulganina, А. Булганина, and A. Bulganina. "Implementation of Project Activities in the Educational Organization: Motivational Aspect." Scientific Research and Development. Russian Journal of Project Management 7, no. 3 (November 14, 2018): 3–7. http://dx.doi.org/10.12737/article_5bd6dee5559a04.68126024.
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The active dissemination of the ideas of project management among educational organizations determines the need to understand the involvement of scientific and pedagogical employees in participating in the project activity. The article gives the purposes, essence, features of the project activity in the conditions of the educational organization, the dependence of the results of the project activity within the university on the motivation of the project activity of scientific and pedagogical workers is justified. The results of research of types of motivation of scientific and pedagogical workers involved in the implementation of various projects are described: educational, research, inter-cafeteria and general university, network. Conclusions are made about the prevalence of professional, instrumental and patriotic types of motivation, and measures are proposed to stimulate participation in the project activity in accordance with these types of motivation. The results of the research can be used as a basis for the development of a system for stimulating project activities in universities.
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van der Meer, Peter H., and Rudi Wielers. "Unpaid overtime in the Netherlands: forward- or backward-looking incentives?" International Journal of Manpower 36, no. 3 (June 1, 2015): 254–70. http://dx.doi.org/10.1108/ijm-12-2012-0185.
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Purpose – The purpose of this paper is to test forward-looking incentives against backward-looking incentives. Design/methodology/approach – Wage growth model to estimate forward-looking effects of unpaid overtime and a probit model of participation in unpaid overtime controlling for excessive pay to estimate backward-looking effects. The authors use data form the OSA labour supply panel (years 1994, 1996 and 1998). Findings – The importance of backward-looking incentives is demonstrated in an empirical analysis of participation in unpaid overtime. The authors show that employees who have relatively good wages now or who have had relatively good wages in the recent past participate more often in unpaid overtime. The authors also show that participation in unpaid overtime does not lead to extra wage growth. Research limitations/implications – These results imply that involvement in unpaid overtime is to be explained from backward-looking incentives, not from forward-looking incentives. The paper concludes that backward-looking incentives deserve more attention in the economic literature, especially as they are well-accepted as work motivation devices by employees. Limitations are the length of the panel study (four years) and the fact that the data are restricted to one country (the Netherlands). Social implications – Personnel policies should focus more on the intrinsic motivation of personnel rather than on extrinsic motivation. Originality/value – This is the first paper to test both forward- and backward-looking incentives simultaneously.
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OYEYINKA, R. A., O. A. ADEKUNMI, S. O. AYANSINA, and A. O. AWOYEMI. "PERCEIVED EFFECT OF EMPLOYEES PARTICIPATION IN ORGANIZATIONAL DECISION MAKING ON JOB SATISFACTION IN NATIONAL INSTITUTE FOR HORTICULTURAL RESEARCH AND TRAINING, OYO STATE NIGERIA." Journal of Humanities, Social Science and Creative Arts 12, no. 1 (May 17, 2019): 1–12. http://dx.doi.org/10.51406/jhssca.v12i1.1855.
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The study was conducted to investigate the perceived effect of employees’ participation in organisational decision making on the job satisfaction in National Institute for Horticultural Research and Training, Oyo State, Nigeria. Structured questionnaire were used to collect data from 82 employees using simple random sampling technique. Data were analysed using both descriptive and inferential statistics. The results showed that majority of the employees (51.9%) were female and belong to the age range of 30-40years, with a mean age of 38.3years. Thisis a reflection of gender imbalance of the employees in the organisation. Furthermore 49.1% of the respondents’ were married, while 86.4% of them obtained tertiary education. Moreover the monthly average salary of the respondents was about N100, 000.00.The aggregate mean score for level of participation in decision making was 36.21, while the grand mean was 4.02. Satisfaction with co-workers relationship with mean value of (= 3.71), unity of command amongst the employees with mean value of (=3.63), and satisfaction of the structure in the organisation had greater effect on the employees level of job satisfaction as indicated in the perception of employees rating means scores. Result also shows that, lack of motivation (62.2%), domination by some group (76.8%), and poor communication (71.9%) were the most severe constraints responsible for poor participation in decision making in the organisation. Chi square and Pearson product moment correlation analysis shows that age (χ2=0.257, p< 0.05), educational level (χ2=0.258, p<0.05), years of experience (r = 0.239, p< 0.05) and monthly salary (r = 0.247, p< 0.05) had significant association with participation in organizational decision making. Also the result of Pearson Product Moment Correlation reveals that there is significant relationship between the respondents’ participation in decision making and job satisfaction (r = 0.652, p< 0.05).The study concludes that the effect of employees’ participation in organisation decision making on job satisfaction was rated above average. It is therefore recommended that employees’ motivation should be adhere to in the organization by involvement of employees’ and participation in decision making.
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OYEWO, Babajide, and Gbadegesin ADEYEYE. "Budgetary Participation and Managerial Performance in Public Sector Organisations: A Study from Nigeria." Annals of Spiru Haret University. Economic Series 18, no. 1 (March 30, 2018): 47–76. http://dx.doi.org/10.26458/1812.
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This study investigated the impact of budgetary participation on managerial performance in public-sector organisations in Nigeria. Questionnaire was used to obtain the opinion of 174 managers (unit and departmental heads) in five public-sector organisations located in Abuja, Nigeria Federal Capital. Results from statistical analysis (descriptive, factor analysis, Kruskal-Wallis tests, correlation and regression) show that there is high level of budgetary participation by managers in public-sector organisations in Nigeria. Although budgetary participation was observed to positively and significantly impact on managerial functions such as planning, investigating, co-ordinating, supervising, evaluating, and staffing, it exerts the most on planning. The impact of budgetary participation on managerial performance appears to be moderate. Whilst it is desirable for public-sector organisations to adopt sophisticated budgeting techniques, the study advocates for employees’ motivation and deeper involvement in budget matters as a way out of the traditional budgeting quagmire that public-sector organisations are characteristically bedevilled with.
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Yusuf, Ijaz, and Tahsfeen Mehmood Azhar. "Development of a Dynamic Model of Quality Control Circles: A Case of ABC Packaging Company." Journal of Management and Research 7, no. 2 (December 31, 2020): 288–323. http://dx.doi.org/10.29145/jmr/72/0702010.
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Quality control circles are considered an effective tool in the organization to best utilize the potential of the workforce. The objective behind using quality control circles is to use employees’ brains to generate savings and create an impact on the bottom-line of the company. The framework of the quality control circles shown in Table 2 proposed the structured seven steps strategy to use the workforce's potential for continuous improvement in the organization. Companies confront multi-faceted issues and challenges in the operational processes and corporate excellence thus mainly depends upon the effective and efficient quality controls to overcome the product, process, machine, and material related issues that hamper the production efficiency, quality of the product, and overall productivity of the company. This paper attempts to develop the system dynamics model of quality control circles based on normalized data of the case company. Participation in quality control circles is voluntary in nature and passion to learn and improve is the intrinsic motivation for employees and organizations to join these circles. Employee involvement to participate and produce creative ideas in these circles is the key to the success of these quality-enhancing programs (Jerman et al. 2019) and model outcome depicts the same story. The quality control circle model indicates that a set of inter-related and interdependent skills and behaviors are a necessary condition to increase participation in the quality control circles and productivity of projects under consideration. The computer-based software STELLA is used for programming the model of quality control circles using the generic structures of the company under study. Underlying feedback structures and interactions among various variables makes the model closer to the real-life setting.
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Lankford, Tina, Jason Lang, Brian Bowden, and William Baun. "Workplace Health: Engaging Business Leaders to Combat Obesity." Journal of Law, Medicine & Ethics 41, S2 (2013): 40–45. http://dx.doi.org/10.1111/jlme.12108.
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Worksites are an important setting to promote healthy behaviors as 143 million adults are employed full-time and spend 8-10 hours per day at the workplace. Participation in health promotion programs have been shown to have a “dose response” relationship with health care costs, meaning health care costs decrease as employee involvement in health promotion activities in the workplace increase. Also from the employer perspective, it is important to note that obesity is a risk factor for many other chronic conditions, diabetes, heart disease, and cancer and is known to be related to increase injuries and health care costs. Motivating employees to participate in a number of wellness activities may provide benefits not only for obesity prevention but other desired outcomes such as: risk reduction, risk avoidance, reduced health costs, and improved productivity measures. Employers should be concerned as forecasts suggest that by 2030, 42% of the adult population will be obese. In fact, among employers, the costs of medical expenses and absenteeism increase as employees become more obese. The cost burden of obesity (BMI 30 or greater) ranges from $462-$2,027 among men and $1,372-$2,164 among women in comparison to normal-weight employees. However, halting this trend over the next few decades by maintaining (vs. increasing) current prevalence of obesity could potentially save billions in medical care expenditures related to obesity. Employers can be part of the solution by offering workplace wellness programs and facilitating opportunities for physical activity, access to healthier foods and beverages, and incentives for disease management and prevention to help prevent weight gain among their employees.
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K Iseselo, Masunga, Edith AM Tarimo, Eric Sandstrom, and Asli Kulane. "What motivates or demotivates intravenous drug users to participate in hypothetical HIV vaccine efficacy trial? A qualitative study from urban Tanzania." East African Health Research Journal 4, no. 2 (November 26, 2020): 128–39. http://dx.doi.org/10.24248/eahrj.v4i2.636.
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Background: HIV vaccine efficacy trials require the active participation of volunteers who are committed and adherent to the study protocol. However, information about the influence of Injecting Drug Users (IDUs) to participate in HIV vaccine efficacy trials in low-income countries is inadequate. The present study explored the factors that motivate or hinder IDUs from participating in HIV vaccine efficacy trials in Dar es Salaam, Tanzania. Methods: A qualitative descriptive study design was employed among IDUs at Muhimbili National Hospital (MNH). A purposeful sampling technique was used to recruit the participants. Three (3) focus group discussions (FGDs) and 10 In-Depth Interviews (IDIs) were used to collect the data. The data from participants were audio-recorded, transcribed, and analysed using the content analysis approach. Findings: The participants reported that altruism and the desire to reduce risks of HIV infection were the motivators to participate in hypothetical HIV vaccine trials. In addition, participants reported to consult close relatives towards motivation to participate in the vaccine trial. In contrast, the perceived fear of vaccine side effects, lack of information about HIV vaccine studies, and HIV-related stigma towards participants were described as barriers to participate in the HIV vaccine trials. Conclusion: Participation in a hypothetical HIV vaccine trial among IDUs is influenced by positive and negative factors. Actual recruitment plans could be made through a better explanation of HIV vaccine trials, the expected individual and collective benefits associated with the trials. Community involvement and sensitisation is likely to enhance participation in future HIV vaccine trials in Tanzania.
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Abdul Wafi, Anisah, Suriani Mohamed, and Zaliza Hanapi. "Nature Or Nurture?: The Case of Entrepreneurship Education in Job Creation." Journal of Entrepreneurship and Business 8, no. 2 (December 31, 2020): 1–10. http://dx.doi.org/10.17687/jeb.0802.01.
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Student employability is a common issue faced by most Malaysian public universities as reported by the Ministry of Higher Education. The program structure of most undergraduate degree revealed that university graduates fulfilled practical courses such as entrepreneurship which should assist in reducing the unemployment rate among fresh graduates. However, each year, the annual report on employability presents similar scenarios where graduates do not suit the employee requirements or have failed as a job creator despite using the employability skills which they have attained. Thus, this study aims to identify the effectiveness of an entrepreneurship education course among TVET students besides determining suitable pedagogical approaches in entrepreneurship education. This study also attempts to outline the key factors of students’ motivation in entrepreneurship involvement upon graduation. Data was collected by using semi-structured interview among 27 final year students based on their experience during participating in the entrepreneurship carnival. The thematic analysis was employed to identify related narratives recurring patterns or themes. This study generally found that students have some difficulty in applying the entrepreneurship knowledge to a real situation. Therefore, educators should improvise their teaching method to a more current and suitable style to influence the students motivation and intentions of becoming an entrepreneur. In addition, entrepreneurship education is an important program to aid the government in addressing unemployment. It also can facilitate graduates to become as a job creator besides as a job seeker
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Stuber, Josine M., Cédric N. H. Middel, Joreintje D. Mackenbach, Joline W. J. Beulens, and Jeroen Lakerveld. "Successfully Recruiting Adults with a Low Socioeconomic Position into Community-Based Lifestyle Programs: A Qualitative Study on Expert Opinions." International Journal of Environmental Research and Public Health 17, no. 8 (April 16, 2020): 2764. http://dx.doi.org/10.3390/ijerph17082764.
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We explored experts’ perceived challenges and success factors in the recruitment of adults with a low socioeconomic position (SEP) for participation in community-based lifestyle modification programs. We conducted semi-structured interviews with 11 experienced project coordinators, based on a topic list that included experiences with recruitment, perceived barriers and success factors, and general views on recruitment strategies. Results revealed challenges related to the context of the program (e.g., limited program resources), psychosocial barriers of the participants (e.g., mistrust or skepticism), practical barriers (e.g., low literacy or having other priorities), and reasons to decline participation (e.g., lack of interest or motivation). Success factors were related to securing beneficial contextual and program-related factors (e.g., multi-layered recruitment strategy), establishing contact with the target group (e.g., via existing networks, community key-members), methods to increase engagement (e.g., personal approach and involvement of the target group in the program process) and making participation easier (e.g., providing transport), and providing various types of incentives. Concluding, the group of participants with low SEP covers a wide spectrum of individuals. Therefore, multiple recruitment strategies at multiple layers should be employed, and tailored. The lessons learned of those with hands-on experiences will help to enhance recruitment in future programs.
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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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Govender, S., and Sanjana Brijball Parumasur. "The relationship between employee motivation and job involvement." South African Journal of Economic and Management Sciences 13, no. 3 (September 10, 2010): 237–53. http://dx.doi.org/10.4102/sajems.v13i3.102.
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The study aims to assess the current level of, and relationship between, employee motivation and job involvement. This cross-sectional study was undertaken in a financial institution from which 145 employees were drawn using a simple random sampling technique. Data was collected using the Employee Motivation Questionnaire (Fourie, 1989) and the Job Involvement Questionnaire (Lodahl and Kejner, 1965) and, was analysed using descriptive and inferential statistics. The results indicate that significant intercorrelations exist amongst the majority of dimensions and sub-dimensions of employee motivation and job involvement. Recommendations are graphically presented to provide practitioners and managers with guidelines for enhancing employee motivation and job involvement respectively.
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Gamage, Sandamali. "Cartoons as an Authentic Supplementary Teaching Tool in English as a Second Language Classrooms." Advances in Language and Literary Studies 10, no. 1 (February 28, 2019): 107. http://dx.doi.org/10.7575/aiac.alls.v.10n.1p.107.
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The present study seeks to find the students’ performance towards the assigned tasks related to cartoons and their perceptions towards the use of it as an authentic, supplementary teaching tool to facilitate the process of speaking. A sample of thirty-five students was selected to involve in different tasks related to selected number of cartoons. The researcher conducted an empirical investigation by employing quantitative and qualitative research methods. Audio recordings and classroom observations were used to investigate the students’ active involvement towards the assigned tasks related to cartoons and a well-structured questionnaire was employed to evaluate their perceptions towards the use of it as an authentic supplementary tool in teaching the speaking skills of ESL learners. The results of the study revealed that a majority of students actively involved in the assigned task related to cartoons. The students gave a comprehensive and controversial account of the assigned cartoons incorporating the clues given by the facilitator resulting to assure better learner motivation and participation, transforming the teaching and learning experience into an enjoyable, stimulating, and memorable experience. Furthermore, nearly 70% of students demonstrated a positive perception towards the use of cartoons in ESL classrooms as they believed it facilitates their speaking skills making the input more comprehensible and enhancing collaborative learning. Besides, they accepted that cartoons improve students’ personal relationships with fellow students and promote peer learning. Based on the findings, it was concluded that cartoons can be effectively used as an authentic supplementary tool in ESL classrooms to teach speaking skills to Sri Lankan ESL learners.
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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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Sekar, Srinivasan, and Lata Dyaram. "What drives employees to participate in corporate volunteering programs?" Social Responsibility Journal 13, no. 4 (October 2, 2017): 661–77. http://dx.doi.org/10.1108/srj-06-2017-0097.
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Purpose The purpose of this paper is to examine how some of the key aspects of employee motivation and their perception of volunteering programs impact their participation in corporate volunteering. Specifically, this study argues that employee’s self-oriented motives to significantly influence employee participation than other-oriented motives. Similarly, this study also hypothesized that the corporate volunteering program characteristics to significantly relate to employee participation in corporate volunteering. Design/methodology/approach The data were collected from 461 employee volunteers representing various industries across four different locations in India. A self-reported method was used to collect the data by administering the questionnaires. Findings The structural equation modeling results indicate that other-oriented motives (altruistic) and characteristics of corporate volunteering programs to significantly predict employee participation in corporate volunteering and self-oriented motives did not show significance in predicting employee participation. Research limitations/implications Results suggest that employee participation in volunteering is a function of not merely employee motivation but also how the volunteering programs are conceptualized and implemented. Originality/value This research study moves beyond mere role of employee motives analysis and considered the role of characteristics of corporate volunteering programs to impact employee volunteering behavior. Further, it highlights there is a differential impact of self- and other-oriented motives in predicting employee participation.
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Larson, James S. "Employee Participation in Federal Management." Public Personnel Management 18, no. 4 (December 1989): 404–14. http://dx.doi.org/10.1177/009102608901800402.
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Employee participation in management is increasing with the influence and success of Japanese and European management practices. The federal government is following the lead of American business in adopting procedures like quality circles and the use of employee suggestions, and these procedures have highly productive results. MSPB data indicates that the limited use of quality circles in federal government has shown them efficient, and the wide use of employee suggestions has improved productivity as measured by benefit-cost ratios. The future of these forms of participation seems assured, 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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Filia, Kate, Henry Jackson, Sue Cotton, and Eoin Killackey. "Understanding what it means to be socially included for people with a lived experience of mental illness." International Journal of Social Psychiatry 65, no. 5 (June 4, 2019): 413–24. http://dx.doi.org/10.1177/0020764019852657.
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Aims: Social inclusion is increasingly understood to have positive and beneficial implications for the mental health outcomes of people with severe mental illness. The concept is plagued by definitional inconsistencies and a lack of consensus regarding what it means to be socially included, in particular for groups most vulnerable to social exclusion, such as people with mental illness. The aim of this study was to obtain a consensus regarding the key contributors to social inclusion from the perspective of people with and without a lived experience of mental illness (consumers of mental health services, carers, and general community members). Methods: Delphi methodology was employed to reach consensus agreement. The Delphi questionnaire was based on a previous review of the literature and consisted of 147 items categorized into 13 domains. It was presented to participants over three rounds. Participants ( N = 104) were recruited into three groups (32 consumers, 32 carers of people with a mental illness, and 40 members of the general community – neither consumers nor carers). Retention of participants from Round 1 to Round 3 was 79.8%. Results: Similarities and differences were observed between the groups. A number of items were very strongly endorsed as key contributors to social inclusion, relating to social participation, social supports, housing, neighbourhood, community involvement, employment and education, health and well-being and service utilization. Conclusion: Findings supported previous work, indicating the importance of having a strong sense of connection with others as well as the importance of safe and stable housing, support services and personal motivation and hope. We obtained a well-rounded perspective among groups regarding the key contributors to social inclusion, with a particular relevance to people living with mental illness. This perspective has significant clinical and research utility.
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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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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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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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Johar, Elaina Rose, Norzanah Mat Nor, Roshidi Hassan, and Rusnifaezah Musa. "Examining the Effect of Motivation on the Influence of Human Resource Practices and Normative Commitment Among SMEs in Selangor." Asia-Pacific Management Accounting Journal 14, no. 1 (April 30, 2019): 179–200. http://dx.doi.org/10.24191/apmaj.v14i1-09.
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Human resources are vital to the success or failure of the organization. However, there exist challenges in maintaining these human resources although human resource practices are deliberated as an important factor to improve employees’ commitment to the organization. Hence, this study aimed to investigate the nature of relationship that exists between human resource practices and normative commitment with motivation as the mediator. Employed a quantitative research approach, 64 SME employees in Selangor were surveyed. It was found that all human resource practices have positive effect on normative commitment with compensation, training and employee involvement-decision being significant. This study also revealed that motivation has a mediating effect for the relationship of training and both employee involvement with normative commitment. Thus, it can be concluded that both training and employee involvement create sense of loyalty and obligation to stay when employees are motivated. Keywords: human resource practices, motivation and normative commitment
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Roychowdhury, Dev. "Functional significance of participation motivation on physical activity involvement." Psychological Thought 11, no. 1 (April 27, 2018): 9–17. http://dx.doi.org/10.5964/psyct.v11i1.255.
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Several researchers have examined the motives people have for participating in a range of physical activities. Studies involving various physical activities have consistently shown that individuals exhibit motivational differences based on the type of sport or exercise activity in which they are involved in. There is, however, a paucity of research examining the functional significance of participation motives based on the type of physical activity. The objective of the present paper is to study the association between the primary characteristics for activity types and the motivational proclivity of individuals for engaging in those activities.
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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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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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Fredricks, Jennifer A., and Jacquelynne S. Eccles. "Family Socialization, Gender, and Sport Motivation and Involvement." Journal of Sport and Exercise Psychology 27, no. 1 (March 2005): 3–31. http://dx.doi.org/10.1123/jsep.27.1.3.
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This study uses analytic techniques to test the hypothesis that role modeling, parents’ beliefs, and the provision of experiences for the child are related to children’s perceptions of sport competence, value, and participation. Mothers and fathers and their 2nd-, 3rd-, and 5th-grade children responded to questionnaires. These 3 cohorts of children were followed for 1 year. Mothers and fathers were gender stereotyped in their beliefs and practices. Regression analyses revealed that parents’ perceptions of their children’s ability had the strongest unique relationship with children’s beliefs and participation both concurrently and over time. The results of the pattern-centered analyses demonstrated that the full set of parent socialization factors had an additive positive association with children’s outcomes.
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Manurung, Amran. "PENGARUH PARTISIPASI ANGGARAN DAN MOTIVASI TERHADAP KINERJA PEGAWAI PADA PT. BANK MANDIRI KCP MMU MEDAN PASAR GAMBIR." Visi Sosial Humaniora 1, no. 1 (June 20, 2020): 106–13. http://dx.doi.org/10.51622/vsh.v1i1.59.
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This research was conducted to measure whether budgetary participation and motivation affect employee performance in banking either partially or simultaneously. The research sample was 33 people, where the sample was selected by saturated sampling method. Based on the results of data analysis and testing described in the previous chapter, some conclusions obtained from this study include: (1) Partially, budget participation has a positive and insignificant effect on the performance of employees of PT. Bank Mandiri KCP MMU Medan Pasar Gambir with a regression coefficient of 0.015 and a data significance of 0.946; (2) Partially, motivation has a positive and insignificant effect on the performance of employees of PT. Bank Mandiri KCP MMU Medan Pasar Gambir with a regression coefficient of 0.320 and a data significance of 0.051. This indicates that employees' high motivation to work will achieve a predetermined standard / goal; (3) Simultaneously, budget participation and motivation together have a significant effect on the performance of employees of PT. Bank Mandiri KCP MMU Medan Pasar Gambir where the value of the Simultaneous Test Coefficient (F) is 35,272 with a data significance of 0,000. This means that participation rates and work motivation can affect employee performance results.
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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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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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Weber, Wolfgang Georg, and Hans Jeppe Jeppesen. "Collective Human Agency in the Context of Organizational Participation." Zeitschrift für Arbeits- und Organisationspsychologie A&O 61, no. 2 (April 2017): 51–68. http://dx.doi.org/10.1026/0932-4089/a000234.
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Abstract. Connecting the social cognitive approach of human agency by Bandura (1997) and activity theory by Leontiev (1978) , this paper proposes a new theoretical framework for analyzing and understanding employee participation in organizational decision-making. Focusing on the social cognitive concepts of self-reactiveness, self-reflectiveness, intentionality, and forethought, commonalities, complementarities, and differences between both theories are explained. Efficacy in agency is conceived as a cognitive foundation of work motivation, whereas the mediation of societal requirements and resources through practical activity is conceptualized as an ecological approach to motivation. Additionally, we discuss to which degree collective objectifications can be understood as material indicators of employees’ collective efficacy. By way of example, we explore whether an integrated application of concepts from both theories promotes a clearer understanding of mechanisms connected to the practice of employee participation.
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Change, Doris. "Influence of intellectual stimulation on employee engagement in parastatals in the energy sector in Kenya." International Journal of Research in Business and Social Science (2147- 4478) 8, no. 6 (October 26, 2019): 147–61. http://dx.doi.org/10.20525/ijrbs.v8i6.506.
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Employee engagement continues to pose a challenge to parastatals. Consequently, governments have adopted the transformational leadership style as an effective method of enhancing employee engagement. Nevertheless, it is still unknown whether the establishment of transformational leadership dimensions has boosted employee engagement in the Kenyan energy sector parastatals. The objective of this study was to investigate the influence of intellectual stimulation on employee engagement in parastatals in the energy sector in Kenya. Also, the study sought to determine the moderating influence of employee motivation on the relationship between intellectual stimulation and employee engagement. This study targeted the 10 parastatals within the energy sector in Kenya with a population of 315 middle-level managers. The study adopted a positivist research philosophy to examine the influence on intellectual stimulation on employee engagement and data was collected using structured questionnaires. A correlational research design was conducted with the purpose of determining the strength of the relationship between parameters of intellectual stimulation and employee engagement.The findings showed that employee engagement has a statistical significant relationship with creativity and innovation, r(166) = 0.540, p < 0.01; job design, r(166) = 0.452, p < 0.01 and employee involvement, r(166) = 0.512, p < 0.01. Multiple linear regression analysis revealed that employee motivation positively and significantly moderates the relationship between intellectual stimulation and employee engagement, R2= .409, F(2, 159) = 55.115, p <.05; β = 0.259, p <.01. The study concluded that creativity and innovation, job design, employee involvement, and employee motivation positively enhance employee engagement.
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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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Santiago, Hailey J., Caitlin Curtin, Julia Stengel, Edward H. Thompson, and Andrew Futterman. "EXAMINING GENDER DIFFERENCES IN RELIGIOUS INVOLVEMENT AND DEPRESSION IN LATER LIFE." Innovation in Aging 3, Supplement_1 (November 2019): S525. http://dx.doi.org/10.1093/geroni/igz038.1933.
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Abstract This study examines gender differences in a causal model of religious motivation, religious participation and depression. Using a random sample of 287 community-dwelling older adults living in Worcester, MA, the model hypothesizes that motivations for religious involvement (intrinsic vs. extrinsic) differentially predict religious participation (organizational and non-organizational) as well as depression at both initial and 12-month assessments. In this model, participation also mediates direct relationships between religious motivation and depression. Religious motivation and participation are assessed using standard measures (e.g., Allport & Ross, 1967; Ainlay & Smith, 1982), and depression is assessed both by self-report (CESD and by interview (Hamilton Rating Scale for Depression derived from the Schedule for Affective Disorders and Schizophrenia, SADS). Using MPlus, confirmatory analyses of the model were conducted separately in male and female samples. The model which includes both direct effects of religious motivation and participation on depression and with religious participation as mediating variable demonstrated reasonably good fit to the data in both male and female samples (e.g., CFI=.956 and .943, respectively). Consistent with previous research (e.g., McFarland, 2009), gender differences in the models emerge. For example, men report higher levels of religious participation and less depression than women. In addition, older men demonstrate stronger positive associations between extrinsic religiousness and organizational participation and a more negative association between extrinsic religiousness and depression, than older women. Elucidating the structural relationships among religious orientation, religious participation, and depression in older adults benefits our understanding of vulnerability and treatment of depression in this population.
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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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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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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.