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Journal articles on the topic 'Participation des employés'
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Ouadahi, Jamal, and Gilles Guérin. "Pratiques de gestion mobilisatrices et implantation d’un système d’information." Articles 62, no. 3 (September 28, 2007): 540–64. http://dx.doi.org/10.7202/016492ar.
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Dans cet article, nous présentons une partie des résultats d’une recherche qualitative dont l’un des objectifs était de mettre en évidence le rôle joué par certaines pratiques de gestion mobilisatrices, comme la communication, la participation, la formation, le soutien et la reconnaissance des efforts, dans l’adhésion des employés à l’implantation d’un système d’information (SI). Cependant, ces pratiques peuvent être perçues différemment par chaque employé selon leur crédibilité, adéquation, pertinence ou opportunité et prises en compte dans le processus d’évaluation qui conduit à la formation de son attitude à l’égard du SI. Pour explorer ce phénomène, nous avons réalisé deux études de cas dans deux organismes publics au Québec au cours desquelles nous avons effectué des entrevues semi-structurées en profondeur auprès de vingt employés. Ce texte présente les résultats de l’analyse du contenu de ces entrevues.
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Barel, Yvan, Emmanuel Dion, and Sandrine Fremeaux. "Autonomie des salariés, participation aux décisions et sentiment d’insécurité." Revue internationale P.M.E. 23, no. 2 (September 8, 2011): 43–64. http://dx.doi.org/10.7202/1005744ar.
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Particulièrement forte ces 15 dernières années dans les pays européens, la perception de l’insécurité de l’emploi risque encore de s’accroître en période de crise économique. La question se pose de savoir comment atténuer le sentiment d’insécurité dans le contexte de la petite entreprise. Peut-il être réduit par des pratiques de gestion des ressources humaines soucieuses de l’autonomie et de la participation des salariés ? Afin de répondre à cette question, la présente étude quantitative s’appuie sur la base de données constituée à l’occasion de la deuxième vague de l’European Social Survey (ESS) menée entre 2004 et 2005 au sein de 25 pays européens. Elle montre que, dans les organisations de moins de 25 salariés, les salariés expriment un sentiment d’insécurité relativement plus élevé. Cependant, dans les organisations de petite taille plus que dans les autres structures, certaines pratiques de GRH consistant à accorder aux employés la possibilité d’organiser leur journée de travail et d’influer sur les décisions de l’entreprise seraient de nature à rassurer les salariés sur la stabilité de leur emploi.
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Qi, Fanhua, and Weijie Wang. "Participation des employés, motivation de la fonction publique et perception du rendement organisationnel : mise à l’essai d’un nouveau modèle." Revue Internationale des Sciences Administratives 84, no. 4 (2018): 773. http://dx.doi.org/10.3917/risa.844.0773.
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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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PROVOST, RENÉ. "L’attaque directe d’enfants-soldats en droit international humanitaire." Canadian Yearbook of international Law/Annuaire canadien de droit international 55 (June 20, 2018): 33–71. http://dx.doi.org/10.1017/cyl.2018.5.
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RésuméLe fait que des enfants se joignent aux forces armées ou à des groupes armés non étatiques est une terrible réalité qui résiste aux efforts de la communauté internationale pour l’éliminer. La participation directe aux hostilités par des enfants-soldats constitue possiblement l’aspect le plus troublant de cette réalité, en ce qu’elle soulève la possibilité de devoir attaquer directement ces enfants. Le droit international humanitaire reste à ce jour plutôt discret quant à cette facette de la participation des enfants aux conflits armés, laissant les forces armées improviser leur réaction. Les Forces armées canadiennes ont adopté en 2017 ce qui est présenté comme la première doctrine militaire sur les enfants-soldats. Le présent texte propose une analyse de cette doctrine à la lumière de la réglementation de l’emploi de la force contre les enfants-soldats en droit international humanitaire, pour déterminer si les enfants peuvent jamais devenir des combattants à part entière, à quelles conditions ils peuvent être considérés comme civils participant directement aux hostilités, et quelles limites le droit humanitaire impose quant aux choix des moyens et mesures de guerre employés.
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Beauregard, T. Alexandra, and Karin A. King. "“Bring in your parents day”: building inclusion and engagement through a cross-generational family-friendly workplace initiative." Strategic HR Review 19, no. 1 (November 27, 2019): 15–21. http://dx.doi.org/10.1108/shr-07-2019-0058.
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Purpose Employer-sponsored family-friendly events are designed to boost engagement and encourage retention by building family members’ identification with the organization. These events are usually targeted at employees with dependent children, but LinkedIn’s more inclusive “Bring in Your Parents” (BIYP) initiative aims to introduce employees’ parents to the daily work of their adult children. This study evaluates the impact of BIYP on the attitudes and behavioral intentions of participating employees and their parents. Design/methodology/approach Repeated-measures surveys were conducted among participating employees and parents in six organizations in six countries (UK, Ireland, France, Brazil, Mexico and Colombia). These were followed by in-person interviews with participating employees (UK) and phone interviews with HR managers (Brazil, Canada, France, Spain, UK and USA). Findings Participation in BIYP increases employee engagement and parents’ instrumental and affective support for their children and for their children’s employers. Hosting BIYP is perceived to enhance corporate reputation among both internal and external stakeholders. Practical implications BIYP serves the dual function of building employee engagement and creating new parental brand ambassadors for participating organizations. BIYP can be an effective tool for employers to engage members of staff not traditionally included in organizational family-friendly events and may be particularly useful for firms with a high proportion of younger workers in tech-savvy jobs. Originality/value This evaluation of a new workplace initiative demonstrates measurable effects on important employee attitudes and behavioral intentions.
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Dale, Ann Marie, Chris Enke, Skye Buckner-Petty, James Aaron Hipp, Christine Marx, Jaime Strickland, and Bradley Evanoff. "Availability and Use of Workplace Supports for Health Promotion Among Employees of Small and Large Businesses." American Journal of Health Promotion 33, no. 1 (April 26, 2018): 30–38. http://dx.doi.org/10.1177/0890117118772510.
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Purpose: To explore the availability and utilization of workplace health supports by employees of small and large-sized employers. Design: Cross-sectional, telephone-based interviews collected on 16 workplace health supports for physical activity and diet. Setting: Participants selected by random-digit-dialing from 4 metropolitan areas of Missouri employees from 2012 to 2013. Participants: Two thousand fifteen working adults. Methods: We explored the availability and use of supports by employer size (<100 employees vs ≥100 employees), accounting for industry and personal factors. Analysis: We examined distributions and Poisson regression models of availability for supports by employer size and by industry and use of supports by employer size and personal factors. Results: One-fifth of the 1796 employees were employed by small-sized employers. Large employers offered more supports than small (mean: 6 vs 3), but a higher proportion of employees of small-sized employers used supports when available (59% vs 47%). The differences in offered supports between industries were not due to size alone. In regard to the determinants of participation, the personal factors of gender, age, weight, and income were associated with participation in 10 of the supports. Employer size was also associated with participation in 10 supports. No associations were found between personal factors or workplace size and participation for 3 supports. Conclusion: A higher proportion of employees working for smaller businesses use available supports than employees of larger businesses. Supports offered by employers should target the needs and interests of the workforce, particularly for the higher risk low-income employees.
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Gignac, Monique A. M., E. Kevin Kelloway, and Benjam H. Gottlieb. "The Impact of Caregiving on Employment: A Mediational Model of Work-Family Conflict." Canadian Journal on Aging / La Revue canadienne du vieillissement 15, no. 4 (1996): 525–42. http://dx.doi.org/10.1017/s0714980800009405.
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RÉSUMÉCette recherche porte sur l'évaluation d'un modèle de mèdiation du conflit entre travail et famille parmi des employés responsables de soins administrés à des parents plus âgés. Lors d'une étude effectuée auprès d'employés de huit organismes différents, 396 femmes et 316 hommes ont rempli des questionnaires mesurant leur participation aux soins des aînés, le degré de conflit entre les responsabilités familiales et le travail (RFT), le degré de conflit entre la famille et le travail (CFT), la satisfaction professionnelle, les coûts de travail (par ex., réunions ratées) et l'absentéisme. L'étude démontre qu'il existe un lien significatif entre la participation aux soins des aînés et les RFT chez les femmes mais pas les hommes. Chez les femmes, les RFT sont reliées à l'insatisfaction professionnelle et à l'absentéisme; chez les hommes, elles sont reliées aux coûts de travail et à l'absentéisme. Le CFT n'est pas relié aux soins des aînés mais est associé à aux RFT et aux coûts de travail aussi bien chez les femmes que chez les hommes. Il est également relié à la satisfaction professionnelle chez les hommes. Les résultats de la présente étude suggèrent que la responsabilité des soins aux aînés influence indirectement la vie professionnelle en créant un conflit entre la famille et travail.
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Beattie, Lynn. "Gloria Gutman (ed.). Shelter and Care of Persons with Dementia. Vancouver: Simon Fraser Gerontology Research Centre, 1992." Canadian Journal on Aging / La Revue canadienne du vieillissement 15, no. 1 (1996): 147–51. http://dx.doi.org/10.1017/s0714980800013350.
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RÉSUMÉLe nombre croissant de personnes âgées atteintes de démence a d'importantes répercussions sur les mesures à prendre aujourd'hui et demain en matière d'attribution de ressources dans les établissements et la communauté. Les articles de cet ouvrage présentent un ensemble de données tirées de projets menés au Canada sur les soins prodigués aux personnes atteintes de démence, et résument les ouvrages publiés à ce sujet. Un certain nombre de thèmes et de problèmes communs font surface. En raison du taux élevé de prévalence de cas de démence, les centres de soins généraux éprouvent de nombreux problèmes semblables. Des centres de soins spécialises ont été considérés comme un moyen de fournir des soins efficaces, particulièrement chez les person nes ayant des troubles de comportement. Ces centres peuvent jouer un rôle de consultation utile ou mettre à l'essai des initiatives de prestation de soins pouvant être adaptées dans d'autres secteurs. Le nombre restreint d'employés offrant des soins directs limite le nombre d'interventions considérées idéales, comme les interventions touchant la modification du comportement et favorisant l'autonomie dans le cadre des activités quotidiennes. Des initiatives comme l'établissement d'un personnel composé principalement d'employés de formation générale ont été mises de l'avant afin de rehausser les soins directs. La sensibilisation des employés constitue l'une des principales solutions à la prestation de soins efficaces. Toutefois, le faible ratio employé-patients fait obstacle à la participation des employés aux séances de formation interne. Les partenariats familiaux sont importants en planification de soins pour les services communautaires et en établissement; et un service de soins de répit représente un grand bienfait aux prestateurs de soins dans la famille. Toutefois, ce type de service n'est efficace que s'il est accompagné d'initiatives de négociation et de sensibilisation auprès des prestateurs de soins. Finalement, les soins offerts aux personnes atteintes de démence peuvent être améliorés en modifiant la structure des centres de prestation de soins. Cependant, l'utilité de l'établissement de caractéristiques spécifiques demeure un sujet à approfondir.
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Cambron-Goulet, Mathilde. "Épicure et l’enseignement à distance." Phronesis 5, no. 2 (December 1, 2016): 4–13. http://dx.doi.org/10.7202/1038135ar.
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L’éducation suppose que l’élève apprenne lorsque l’enseignant enseigne : s’il n’y a pas d’apprentissage, il serait absurde de croire qu’il y a eu un enseignement Or, dans le cas de l’enseignement à distance, il s’avère parfois difficile de s’assurer de la participation de l’élève, particulièrement lorsque l’enseignement et l’apprentissage sont décalés. Dans ces cas, l’usage de certains procédés narratifs ou stylistiques susceptibles d’interpeller le lecteur peut amener celui-ci à participer activement au cours qu’il lit L’activité propre du lecteur est ainsi favorisée notamment par le dialogue, qui l’invite à s’identifier à l’un des personnages, qu’il s’agisse du répondant ou plutôt d’un des personnages muets qui assistent le plus souvent à la scène) Le genre épistolaire a le même effet dans la mesure où il évoque, justement, un dialogue. Cette étude vise à examiner les procédés stylistiques employés par Épicure à des fins didactiques, afin de les mettre en parallèle avec des études contemporaines sur l’enseignement à distance.
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Kapusta, Piotr. "Partycypacja własnościowa pracowników." Praca i Zabezpieczenie Społeczne 2020, no. 5 (August 20, 2019): 2–8. http://dx.doi.org/10.33226/0032-6186.2019.8.1.
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Tsai, Rebecca, Toni Alterman, James W. Grosch, and Sara E. Luckhaupt. "Availability of and Participation in Workplace Health Promotion Programs by Sociodemographic, Occupation, and Work Organization Characteristics in US Workers." American Journal of Health Promotion 33, no. 7 (April 23, 2019): 1028–38. http://dx.doi.org/10.1177/0890117119844478.
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Purpose: To examine how the availability of and participation in workplace health promotion programs (WHPPs) vary as a function of sociodemographic, occupation, and work organization characteristics. Design: Cross-sectional study. Setting: 2015 National Health Interview Survey and Occupational Health Supplement. Participants: The study sample included 17 469 employed adults who completed the WHPP questions. Measures: The 2 dependent outcome measures were availability of WHPPs and participation in these programs when available. Independent variables included occupation and 8 work organization and employment characteristics: company size, hours worked, supervisory responsibility, hourly pay, paid sick leave, health insurance offered by employer, work schedule, and work arrangement. Analysis: Poisson regression analyses were conducted with SUDAAN 11.0.1. Results: Overall, 57.8% of 46.6% employees who have WHPPs available reported participating in these programs. This study found that adults who worked ≤20 h/wk, worked regular night shifts, were paid by the hour, or worked for temporary agencies were less likely to participate in WHPPs. Workers who supervised others were 13% more likely to participate than nonsupervisors. Borderline associations were seen for having access to employer-sponsored health insurance and working at a site with <10 employees. Conclusion: Despite the potential for improving physical and mental health, only 58% of US workers participated in WHPPs. Since barriers to WHPP participation (eg, time constraints, lack of awareness, and no perceived need) may vary across occupations and work organization characteristics, employers should tailor WHPPs based on their specific work organization characteristics to maximize participation.
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Atouba, Yannick. "How does participation impact IT workers' organizational commitment? Examining the mediating roles of internal communication adequacy, burnout and job satisfaction." Leadership & Organization Development Journal 42, no. 4 (March 1, 2021): 580–92. http://dx.doi.org/10.1108/lodj-09-2020-0422.
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PurposeThe purpose of this study is to revisit the relationship between employee participation and organizational commitment to determine the mediational mechanisms that underlie it. Specifically, the study examines the role of three heretofore unexamined mediators, namely internal communication quality, burnout and job satisfaction and empirically tests multiple alternative explanations/paths for the relationship between employee participation and organizational commitment.Design/methodology/approachThe data for this study were collected using a cross-sectional online survey of 111 IT professionals (e.g. engineers, technicians, etc.) employed at a public IT company (PITC) in the Midwest of the USA.FindingsOverall, the results of this study provide strong support for an indirect relationship between employee work participation and organizational commitment. More specifically, the results of the study show that that relationship is mediated by internal communication adequacy, job satisfaction, as well as the path Burnout—job satisfaction.Originality/valueThis study makes an important contribution to our understanding of how to make the implementation and evaluation of participative practices more effective. It identifies/clarifies the conditions under which participative approaches are likely to induce employees' organizational commitment.
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Perreault, Charles. "Les rapports collectifs de travail dans les secteurs publics et para-publics au Québec – Quelques paradoxes." Commentaires 29, no. 4 (April 12, 2005): 840–45. http://dx.doi.org/10.7202/028558ar.
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Dans cet article, l'auteur considère les différents aspects du syndicalisme dans la fonction publique outre-frontière. Il rappelle d'abord qu'il ne s'agit pas d'un phénomène récent, puisque, aux environs de 1930, les cols bleus des chantiers navals s'étaient groupés et que le syndicat des facteurs fut un des premiers affiliés de la Fédération américaine du travail. Cependant, à venir jusqu'à la décennie 60, la syndicalisation des employés des services publics n'était guère une caractéristique du mouvement ouvrier des États-Unis dont la très grande majorité des membres appartenaient au secteur privé. Avant 1960, il était interdit aux associations qui existaient dans le secteur public de négocier collectivement. Ceci détournait évidemment les employés d'appartenir à des associations dont le seul rôle était d'agir comme groupes de pression. Le droit de négociation existait dans quelques villes, à laTennessee Valley Authority, mais ce n'était là que quelques îlots dans un océan sans limites dominé par les flots hostiles de la doctrine de la souveraineté de l'État, de législatures à mentalité rurale antisyndicale et de l'acceptation du principe de l'interdiction de la grève. C'est l'État du Wisconsin qui, en 1959, adopta la première loi donnant le droit de négociation collective aux employés des gouvernements locaux. Elle fut suivie de l'arrêté 10988 du président Kennedy qui accorda certains droits de négociation aux employés du gouvernement fédéral, mais sa signification lui venait plus du fait que le président favorisait la négociation collective que de son contenu objectif. Cependant, le coup d'envoi était donné et, au début des années 60, les employés des services publics commencèrent à adhérer aux syndicats en plus grand nombre, principalement parce qu'ils étaient mécontents de leurs conditions de travail. D'autre part, le phénomène d'urbanisation s'accroissant, un nombre de plus en plus grand d'États concédèrent ce droit à leurs employés. Après le Wisconsin, ce furent, en 1966, le Michigan, le Connecticut, le Delaware, le Massachusetts et le Minnesota. De fait, au début de 1973, il n'y avait plus que dix-huit États qui ne garantissaient pas le droit de négociation collective à leurs propres employés et à ceux des gouvernements locaux. Par ailleurs, il faut noter que, même là où ce droit n'était pas reconnu, il est arrivé que les municipalités et les conseils scolaires aient négocié volontairement ou encore sous la menace de grève. Fait à souligner, à l'heure actuelle, alors que dans le secteur privé, le syndicalisme stagne, l'organisation va bon train dans les services publics. Le pourcentage des employés des services publics qui sont membres de syndicats, d'associations professionnelles ou d'autres groupements est plus élevé que le pourcentage du nombre de syndiqués dans le secteur privé. Le personnel du service des postes est syndiqué à près de cent pour cent. Le pourcentage dépasse cinquante pour cent pour les autres groupes d'employés du gouvernement fédéral. Un tiers des employés des États et des municipalités le sont aussi. Le degré de syndicalisation est plus élevé dans les grandes agglomérations ainsi que dans les États de la Nouvelle-Angleterre, des Grands Lacs et de la côte du Pacifique que dans les régions à prédominance rurale. L'auteur signale ensuite que le secteur public se fait remarquer par la diversité des organisations qui s'y disputent le droit de représenter les employés. Il y a plusieurs types d'organisations : associations proprement dites d'employés de services publics, syndicats du secteur privé, comme ceux des journaliers et des routiers, qui recrutent parmi les employés des municipalités et des États, associations d'employés plus anciennes qui se transforment en véritables syndicats, associations professionnelles, enfin, dont le premier objectif est de protéger la profession, mais qui se trouvent plus ou moins obligés de s'engager dans le processus de la négociation collective. L'existence de cette multitude d'associations a généré des conflits, conduit parfois à la coopération et entraîné des fusions. Ces luttes ont favorisé la syndicalisation du milieu, mais elles ont également coûté cher en temps, en énergie et en argent. L'auteur observe que la négociation collective est une menace pour les organisations professionnelles. Si elles la rejettent, elles courent le risque de perdre des membres qui passent aux syndicats conventionnels; pour l'accepter, il leur faut restructurer leurs organisations, augmenter les cotisations et affronter des conflits internes naissant de divergences de vue entre salariés, cadres et professionnels indépendants. Contrairement au secteur privé, la plupart des lois nouvelles étendent le droit de négociation à certaines catégories de cadres. Ceux-ci doivent cependant faire partie d'unités de négociation distinctes. Par ailleurs, en matière de sécurité syndicale, on recours principalement à la formule de précompte syndical généralisé. Un des problèmes majeurs, c'est évidemment celui de la grève. Même si elles sont généralement interdites, les grèves sont fréquentes et se produisent surtout au niveau des muncipalités et des conseils scolaires. La plupart des syndicats ont abrogé les restrictions qu'ils s'étaient imposées en cette matière, ce qui en démontre le caractère de plus en plus militant et agressif. Du côté législatif, la tendance est de plus en plus à l'autorisation d'un droit limité de grève qui tient compte de la santé et de la sécurité de la population. L'arbitrage exécutoire des différends existe aussi. L'action politique comme moyen de pression qui était courante avant la généralisation du droit de négociation est bien moins fréquente mais la politique resteun facteur important. On ne se gêne pas pour faire usage de la négociation à double palier. Enfin, la participation des groupes de couleur aux syndicats est considérable. Beaucoup de dirigeants syndicaux locaux appartiennent à des groupes sociaux minoritaires. L'auteur conclut en soulignant que les choses changent vite et qu'il serait hasardeux de faire des prédictions mais il ne peut s'empêcher de noter que, les services publics grossissant sans cesse, le syndicalisme devrait conserver un bon bout de temps le vent dans les voiles. Le fait que certains États retardataires devront accorder le droit de négociation sous la force de l'opinion tend également au même effet. Il continuera aussi d'y avoir des conflits entre syndicats et organisons professionnelles, mais on mettra de plus en plus l'accent sur la négociation collective. À mesure que le syndicalisme progressera, il se peut aussi que l'on en arrive à des unités de négociation moins fragmentées et à des négociations au niveau des États plutôt que des collectivités locales. Les grèves se feront plus nombreuses. Toutefois, la négociation collective sera toujours différente dans le secteur public que dans le secteur privé. Par ailleurs, il faut considérer qu'elle reste le meilleur moyen de fixer les salaires et les conditions de travail parce que la nature du travail dans la société moderne, les besoins des employés et la distinction entre travailleurs et employeurs se ressemblent assez dans les deux secteurs pour justifier dans les services publics un régime de négociation fondé sur les mêmes principes que dans l'entreprise privée, même si certaines modalités doivent être différentes.
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Milot, Élise, Anne-Sophie Ruest-Paquette, and Robert Labrecque. "L’engagement des personnes ayant des incapacités à la formation en service social : pertinence, défis, et perspectives d’action." Service social 62, no. 2 (January 9, 2017): 1–14. http://dx.doi.org/10.7202/1038573ar.
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Au Québec, les travailleurs sociaux exercent souvent un rôle déterminant pour soutenir la participation sociale des personnes ayant des incapacités. Afin d’assurer le développement des compétences professionnelles nécessaires, solliciter l’engagement actif de ces personnes « expertes par expérience » apparaît comme une stratégie pédagogique riche de potentiel. Inspiré par les savoirs expérientiels et théoriques des coauteurs, cet article se veut une synthèse d’éléments appuyant la pertinence de miser sur cette stratégie dans la formation des futurs travailleurs sociaux. En guise d’entrée en matière, nous présentons une brève réflexion critique sur les termes employés dans les écrits pour référer à ces personnes, suivie d’une synthèse des principales retombées de cette stratégie pédagogique. Ensuite, différents aspects appuyant la pertinence de son utilisation dans des initiatives de formation s’inscrivant dans le champ du service social et du handicap ainsi que des recommandations en la matière sont proposées. L’écriture de cet article a été largement bonifiée grâce à une collaboration étroite avec une personne ayant des incapacités, impliquée dans la formation de futurs professionnels, aussi coauteure de ce texte.
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Saridakis, George, Yanqing Lai, and Stewart Johnstone. "Does workplace partnership deliver mutual gains at work?" Economic and Industrial Democracy 41, no. 4 (December 5, 2017): 797–823. http://dx.doi.org/10.1177/0143831x17740431.
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This article uses a large matched employer–employee dataset to assess the outcomes of workplace partnership for British firms and workers, and the HR practices associated with ‘mutual gains’. The findings suggest that HR practices which promote employee voice and participation can deliver mutual gains for both employees and employers, but that it is the combination of direct and indirect participation which appears to be most useful in generating superior outcomes for all stakeholders. However, some practices such as high levels of job flexibility and team briefing procedures are found to be negatively associated with work-related attitudes and/or organizational performance.
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Staniford, Leanne Jane, Duncan Radley, Paul Gately, Jamie Blackshaw, Lisa Thompson, and Vickie Coulton. "Employees' experiences of participating in a workplace-supported weight management service: a qualitative inquiry." International Journal of Workplace Health Management 13, no. 2 (March 25, 2020): 203–21. http://dx.doi.org/10.1108/ijwhm-04-2019-0050.
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PurposeThe purpose of this study is to explore public health employees' experiences of participating in a commercial weight management programme supported by their employers over a 12-week period.Design/methodology/approachSemi-structured interviews were conducted with 28 employees who had participated in the programme (group-based or online).FindingsThe main motivators for enquiring about and attending the programme were: the offer to attend the programme free of charge, the opportunity to kick start their weight loss efforts, to take part in an academic research study and the opportunity for “shared experiences” with their colleagues.Research limitations/implicationsThis study did not allow us to explore the reasons why some employees opted not to take up the opportunity for weight management support through their workplace. Further qualitative research with non-engagers would allow us to inquire about why employees might not engage with WM support and offer alternative strategies.Practical implicationsEmployers should facilitate their employees' efforts to lead a healthier lifestyle in the long-term creating employer health and safety policies that actively encourage healthy living and weight management. Improving employee health can contribute to increasing productivity, reducing stress and absenteeism.Originality/valueThis paper presents a novel approach to facilitating employees' weight management. Employees perceived their employer-supported participation in a commercial weight management programme outside of their work setting as a positive experience that assisted their weight management efforts suggesting the acceptability and feasibility of this approach to addressing weight in the workplace.
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Neill, Marlene S., Linjuan Rita Men, and Cen April Yue. "How communication climate and organizational identification impact change." Corporate Communications: An International Journal 25, no. 2 (November 20, 2019): 281–98. http://dx.doi.org/10.1108/ccij-06-2019-0063.
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Purpose The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees’ attitudinal and behavioral reactions. Design/methodology/approach To test the hypothesized model, the authors conducted an online survey using a stratified and quota random sample of 1,034 US employees working in diverse industry sectors in June of 2018, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software. Findings An open and participative communication climate directly contributes to employee affective commitment to change and behavioral support. Communication climate featured by openness and participation boosts employee identification with the organization, which leads to positive employee reaction to change. When employees identify with the organization, they tend to believe in the inherent value of the change and are more likely to support the change initiative in action through cooperation and championship. Originality/value Theoretically, the study contributes to the change management and communication literature by focusing on the role of communication climate in inducing employee reaction to organizational change. Practically, the study offers insights for change managers, internal communication professionals and organizational leaders. Organizational leaders need to be open, create a trusting atmosphere and actively involve employees in the decision-making process. Organizational leaders and communicators should also strive to boost employee identification with the organization, especially during change.
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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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Loprest, P. "Retiree Health Benefits: Availability From Employers and Participation by Employees." Gerontologist 38, no. 6 (December 1, 1998): 684–94. http://dx.doi.org/10.1093/geront/38.6.684.
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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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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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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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Cribb, Jonathan, and Carl Emmerson. "What happens to workplace pension saving when employers are obliged to enrol employees automatically?" International Tax and Public Finance 27, no. 3 (September 11, 2019): 664–93. http://dx.doi.org/10.1007/s10797-019-09565-6.
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Abstract We examine the effect of obliging employers to enrol employees automatically into a workplace pension scheme. We exploit the phased roll-out of automatic enrolment, by employer size, in the first country to do so nationwide (the UK), to estimate its effect on pension saving among private sector employees. We find substantial increases in pension participation and a rise in pension saving. Surprisingly, many newly enrolled employees received an employer contribution substantially above the (very low) minimum default level. Automatic enrolment also caused the pension participation of those employees who were not obliged to be automatically enrolled to more than double.
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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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P, Annakili, and Jayam Dr. R. "Employees Participation is essential in every Organization why?" International Journal of Psychosocial Rehabilitation 24, no. 04 (February 28, 2020): 2641–46. http://dx.doi.org/10.37200/ijpr/v24i4/pr201371.
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Wagenknecht, Thomas, René Filpe, and Christof Weinhardt. "Towards a design theory of computer-supported organizational participation." Journal of Enterprise Information Management 30, no. 1 (February 13, 2017): 188–202. http://dx.doi.org/10.1108/jeim-01-2016-0007.
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Purpose Employees demand high responsibility and empowerment, while keeping their work communal and flexible. Initiatives that foster organizational participation (OP) can contribute to the fulfillment of such work conditions. Research in sociology and psychology demonstrated positive effects on job satisfaction as well as on productivity. However, adoption of social software is widely spread in firms, research on the determinants of computer-supported OP is scarce. The purpose of this paper is to describe the elements to consider when designing OP processes that aim to be beneficial for both the employer as well as the employees. Design/methodology/approach The authors conducted 20 guided expert interviews to propose a nascent design theory, following a socio-technical approach that promotes democratic and humanistic principles. Findings Building on the expert interview, the process model includes a topic horizon and a collaboration phase, which creates proposals that have to be decided in order to produce results. The authors show how employee competence and leadership commitment are as important as the workload and support as well as an option for anonymous communication. The authors propose a set of features and explain principles of implementation. Research limitations/implications Despite the authors’ best efforts to diversify the authors’ set of experts, the findings have a limited generalizability as the authors only interviewed a few selected German experts that were either members of the board, HR or IT managers, often concerned with organizing rather than only participating in computer-supported organizational participation (CSOP) processes. Besides testing the model in practise, future research should also consider surveying a broader (and more international) set of employers and employees. Practical implications The authors propose a step-by-step procedure to introduce CSOP. Despite identifying many pitfalls, the research demonstrates that CSOP promises a wide variety of benefits to both employers as well as the employees of an organization, including increased satisfaction as well as productivity. Originality/value This is one of the first studies to propose a nascent design theory for CSOP. The authors derive a number of requirements to consider when implementing an information management system that seeks to improve both the efficiency and equality of employers and employees and lead to a win-win situation for both. The authors describe valid constructs for firms with spatially and timely dispersed teams and more than 50 employees. The research is based on 20 expert interviews, conducted with senior managers of medium and large German enterprises.
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Okunbanjo, Olajide Idowu, Noah Adewale Salami, and Wasiu Olusegun Kehinde. "Influence of Leadership Approach on Employee Empowerment: A Study of Selected Small-Scale Businesses in Nigeria." Management and Economics Research Journal 02 (2016): 13. http://dx.doi.org/10.18639/merj.2016.02.293919.
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Leadership determines the attitude of employees toward discharging the responsibilities in organizations. There have been few studies on leadership as it influences employee empowerment. Thus, the broad objective of this paper is to examine the relationship between leadership approach and employee empowerment in small businesses in Lagos State. The study administered 400 questionnaires to the employees of Small businesses in Lagos state; 377 were returned, but 372 were found usable. Pearson correlation matrix was employed to test the significant relationship between leadership approach and employee empowerment. The findings revealed that directive leadership approach significantly shows the positive relationship with employee training and delegation of authority to employees, and also participative leadership approach is insignificant and indicates the negative relationship with the delegation of authority at 5% significant level. Thus, this study recommends that owners or entrepreneurs of small businesses should adopt directive leadership approach due to the fact that it is significantly related to delegation of authority and training, unlike participative leadership. Also, employers of employees in small businesses in Nigeria should let their employee know the importance of following instructions given to them to complete the task assigned to them, and also owners of small businesses should entertain employees’ suggestions and ideas in order to be able to state well-defined business policy(ies) and instructions to be followed.
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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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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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Stanojevic, Miroslav. "Production coalitions in Slovenian companies: Employee participation in non-participative organisations?" Journal of East European Management Studies 9, no. 3 (2004): 225–42. http://dx.doi.org/10.5771/0949-6181-2004-3-225.
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Mande, Bashir. "Board Effectiveness and Employee Engagement: Nigeria Stakeholder Perceptions." Issues In Social And Environmental Accounting 7, no. 1 (March 31, 2013): 55. http://dx.doi.org/10.22164/isea.v7i1.75.
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The objective of this study is to determine whether employee participation yields effective board performance. To stimulatedebates inthe stakeholder theoretical perspective in an attempt to offer more inclusive approach to strengthen the existing governance structure in Nigeria.This research intends to investigate the suitability of employees participating in board’s decision-making hierarchy because of their contractual importance as wealth creators of the firm. A conceptual model is proposed and tested on public listed companies in Nigeria based on survey perception of sampled 154 respondents. The study employs in-depth confirmatory factory analysis in a structural equation modeling approach. Building upon constructs such as union relations, productivity, and skilled-labor turnover, the study found the indicator variables measure employee participation, which focused more on the board’s control, operational decisions, and strategy in monitoring, service, and networking roles. Hence, we conclude that employees as important contractual company stakeholders affect board performance. Builds on the limited research agenda for boards and corporate governance that focus on coordinating, exploring and distribution of stakes using adventurous research designs and statistical tools, especially in Nigerian emerging economy. This paper exposes the firm’s potentials as provider of sustainable and longer-term benefits not only limited to equityholders, but also to employees as wealth creators, which will improve mutual trust, harmony and confidence for more stable and productive outputs that could give visibility to income inequality. The paper provides valid measures that link corporate governance debates to broader stakeholder perspective.
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González-Boubeta, Iván, Iago Portela-Caramés, and J. Carlos Prado-Prado. "Improving through employee participation: The case of a Spanish food manufacturer." Journal of Industrial Engineering and Management 14, no. 3 (April 28, 2021): 405. http://dx.doi.org/10.3926/jiem.3362.
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Purpose: Employee participation is considered a fundamental pillar to implement continuous improvement. Based on this consideration, this article presents an action research case study in a large food manufacturer where employee participation is implemented. The experience has a two-fold objective: improve performance of the production system and make the participative philosophy deep-rooted among workers.Design/methodology/approach: The authors implement a structured participation system, establishing an approach of empowerment and focusing on the creation of suitable organizational structures. Under those premises, improvement teams were created on each of the firm’s production lines. Once the participation of the workers is finished, they were given a questionnaire to assess how deep-rooted the participative culture had become.Findings: The results show a remarkable improvement in the efficiency of manufacturing processes, as well as the consolidation of a participative philosophy. However, there are notable differences in the results obtained for each improvement team.Research limitations/implications: The differences obtained in the results highlight certain issues that future research must tackle. These include the way in which the staff should be rewarded for their participation or what the influence of the organizational context is when setting improvement objectives.Practical implications: The positive results obtained support the methodology proposed by the authors for structuring participation. Organizations can set up projects of this type to improve their competitiveness while at the same time strengthening the commitment of their personnel.Originality/value: This is one of the first studies in the field of employee participation that jointly assess the economic area and the cultural and organizational plane.
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Petkukjeski, Ljupcho, Marjan Bojadziev, Marko Andonov, and Zoran Mihajloski. "Social Dialogue as a Form of Participation of Employees in Decision-Making and Management of the Companies with Emphasis on Social Dialogue in the Republic of Macedonia." International Journal of Social Science Research 5, no. 1 (March 29, 2017): 137. http://dx.doi.org/10.5296/ijssr.v5i1.11010.
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Social dialogue is one of the forms of participation of employees in matters referring to the field of labor or on matters of mutual interest for economic and social policy. Employees in the process of the social dialogue are represented through their union. Social dialogue is a form of communication involving social partners (unions and employers/ employer bodies) intended to affect the contracts and the development of labor issues. This context includes issues relating to participation in various types of negotiations, consultations, exchange of information between representatives of governments, employers and employees on issues of common interest and related to the economic and social policy. Social dialogue is also one of the forms through which employees can participate in decision-making, information and operations of the companies. The main aim of this paper is to clarify the social dialogue as one of the forms of participation of employees in decision making and managing with the companies, and to provide the legal basis for the practical realization.
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Hildebrandt, David A., and Edward Ferrigno. "Company stock in U.S. financial participation plans — sound policy or a lottery ticket?" Transfer: European Review of Labour and Research 8, no. 1 (February 2002): 87–102. http://dx.doi.org/10.1177/102425890200800112.
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This article discusses the use of employer stock as the primary investment for employees’ retirement savings in U.S. tax-qualified financial participation plans. The principle U.S. government policy in support of tax-qualified financial participation plans is the promotion of an employee's accumulation of assets for retirement. For more than a century, the use of employer stock to fund financial participation plans in the U.S. has been a successful partnership for employees and employers. The recent bankruptcy of ENRON, one of the largest U.S. energy companies, has brought the debate on this issue into a new phase. The paper asks the question: Did the U.S. system fail or did ENRON plan administrators fail to follow the rules of the system?
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BRADY, PETER J. "Pension nondiscrimination rules and the incentive to cross subsidize employees." Journal of Pension Economics and Finance 6, no. 2 (June 11, 2007): 127–45. http://dx.doi.org/10.1017/s1474747206002605.
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Among the requirements a pension plan must meet to qualify for tax benefits are the nondiscrimination rules. Nondiscrimination rules are designed to ensure that pension benefits do not disproportionately accrue to highly compensated employees. But the rules are also complex and increase administrative and compliance costs associated with offering a pension plan. Recent pension reform proposals would simplify nondiscrimination rules, reducing administrative and compliance costs and potentially leading to more employers offering pension benefits. However, there are concerns that any loosening of the rules could lead to a drop in participation by low-wage workers. This paper examines the economic incentive that nondiscrimination rules provide to employers to cross subsidize employees; that is, the incentive to increase pension benefits (and total compensation) paid to low-paid workers for the express purpose of enabling high-paid workers to receive a higher proportion of compensation in the form of pension benefits. The study calculates the incentives faced by a hypothetical firm, and then illustrates how those incentives change when assumptions about employee contribution behavior, employee compensation, and employer-matching formulas are allowed to vary. Results show that only firms with a relatively low ratio of low-paid workers to high-paid workers would have an economic incentive under a standard 401(k) plan to cross subsidize employees. Although this incentive may exist in a large number of firms, these firms likely employ only a small portion of the workforce. This is ultimately an empirical question, however, and examining data on the distribution of earnings within pension plans, as well as determining if firms find nondiscrimination rules binding, would be a useful extension of this research.
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Linde, H. M., and Jan Visagie. "Opinions and Perceptions of Employees and Managers on Various Employee Participation Themes." Journal of Social Sciences 51, no. 1-3 (July 17, 2017): 221–33. http://dx.doi.org/10.1080/09718923.2017.1305552.
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Alim, Ousmanou. "Employee Share Ownership as Productivity Factor in Companies in Cameroon." Applied Finance and Accounting 2, no. 2 (July 22, 2016): 113. http://dx.doi.org/10.11114/afa.v2i2.1759.
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This paper estimates the effects of employee ownership on productivity in companies in Cameroon. So the mechanism of employee ownership studied is the participation of employees in the capital which about 31 limited companies. These analyses are conducted of using descriptive and cross-sectional times series method on data collected during 2008-2013 from the National Institute of Statistics of Cameroon. It founds that the companies surveyed belong the whole sectors: industry (45.2 %), services (22.6 %), agriculture (16.1 %), transport (9.7%) and trade (6.5 %). From the perspective of the workforce of employees, these companies are mostly large (83.9 %) and medium size (16.1 %). Moreover, the level of participation of employees in the capital of these enterprises is usually between 5 % and 10 % (61.3 %) and the average level around 7.4 %. Indeed, the level average of productivity each person employed is about 11.87 million. The study concludes also the participation of employees in the capital positively and significantly affects productivity. This research, therefore devotes postulates of psychological theory on changing attitudes and behaviors of employees. The paper recommends expanding the employee ownership policy in Cameroon’s companies and adequate monitoring by the government of this policy.
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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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Frunzaru, Valeriu. "Workplace health and safety committees in Romania. The gap between law and reality." Romanian Journal of Communication and Public Relations 15, no. 3 (May 19, 2016): 53. http://dx.doi.org/10.21018/rjcpr.2013.3.194.
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<p>In order to increase the workplace health and safety, the EU Directive 89/391/CEE and the Romanian law 319 of 2006 introduced the principle of the balanced participation of the employer and employees in health and safety committees. The findings of the in-depth interviews with members of two committees and employees from two Romanian companies show that the workplace health and safety committees with balanced participation of the employers and employees are organizations that do not respect the letter and the spirit of the EU and the Romanian laws. Moreover, workplace health and safety committees do not fit well with the employees and employers’ attitudes, values and knowledge. Thus, based on research findings, some recommendations can be developed so that these committees function according to regulations.</p>
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Koch, Carina, Sigrid Bekmeier-Feuerhahn, Paula Maria Bögel, and Ulrike Adam. "Employees’ perceived benefits from participating in CSR activities and implications for increasing employees engagement in CSR." Corporate Communications: An International Journal 24, no. 2 (April 1, 2019): 303–17. http://dx.doi.org/10.1108/ccij-12-2017-0123.
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Purpose The involvement of employees in a company’s corporate social responsibility (CSR program) is one of the key factors for its success. Hence, it is important to understand employees’ reactions to participatory CSR activities. The purpose of this paper is to examine what kinds of benefits employees perceive from participating in CSR, to identify varying levels of participation and to discuss the reciprocal relationship between the perception of benefits and participation. Design/methodology/approach Based on semi-structured interviews with employees, the structuring content analysis resulted in a differentiated examination of perceived benefit clusters (classified as functional, emotional and meaning and morality) and in a clustered exploration of varying levels of participation (cognitive and behavioral). Findings The findings reveal that employees perceived all three clusters of benefits in relation to no/low, passive, active and enthusiastic levels of participation. The data provide insights into the relationship between perceived benefits and varying levels of participation, with a balanced and differentiated perception of benefits seeming to relate to higher levels of participation. However, employees may also benefit without a behavioral form of participation, for instance, from an improved team spirit. Originality/value Due to its methodological approach, this empirical study provides a rich picture of employees’ benefits according to varying levels of participation. The paper contributes to current CSR literature by examining self-oriented benefits, through identifying differing levels of participation, and by discussing their reciprocal relation. These findings contribute to research and practice through the implications for promoting sustainability approaches within companies.
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Tang, Xuyang, Mary Ann Honors, Angela R. Fertig, Simone A. French, Jean Abraham, and Lisa Harnack. "Preliminary evaluation of the Healthy Savings Program: a novel health insurance-based wellness programme to encourage healthy food purchases." Public Health Nutrition 21, no. 15 (July 6, 2018): 2875–83. http://dx.doi.org/10.1017/s1368980018001659.
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AbstractObjectiveTo examine level of participation and satisfaction with the Healthy Savings Program (HSP), a programme that provides price discounts on healthier foods.DesignFor Study 1, a survey was distributed to a random sample of adults who were invited to participate in a version of the HSP that provided a discount for the purchase of fresh produce and discounts on other healthier foods. In Study 2, interviews were conducted with a convenience sample of adults invited to participate in a version of the HSP that provided price discounts on specific products only (no fresh produce discount).SettingThe HSP is provided to all employer-based insurance plan members of a large health plan. Employers can choose to enhance the version of the HSP that their employees receive by paying for a weekly discount on fresh produce.SubjectsEmployees in employer groups that received the enhanced HSP (Study 1) and employees in an employer group (Study 2) that received the standard HSP.ResultsAmong survey respondents in Study 1, 69·3 % reported using the HSP card. Most were satisfied with the fresh produce discount and ease of use of the HSP card. Satisfaction was lower for selection of participating stores, amounts of discounts and selection of discounted products. In Study 2, barriers to the use of the HSP card cited included the limited number of participating stores and the limited selection of discounted products.ConclusionsSatisfaction with some elements of the HSP was high while other elements may need improvement to increase programme use.
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Horwitz, Edward J., Bradley T. Klontz, and Faith Zabek. "A Financial Psychology Intervention for Increasing Employee Participation in and Contribution to Retirement Plans: Results of Three Trials." Journal of Financial Counseling and Planning 30, no. 2 (November 1, 2019): 262–76. http://dx.doi.org/10.1891/1052-3073.30.2.262.
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Despite decades of retirement plan enrollment meetings, many employees fail to fully engage in their employer-sponsored retirement plans. Under the framework of the Transtheoretical Model (TTM) of Behavior Change, this study examines the effectiveness of a financial psychology intervention designed to increase engagement in employer-sponsored retirement plans across three employee groups: 107 employees of a regional bank, 43 employees of a custom manufacturing company, and 48 employees of a construction company. Following the intervention, significant changes in plan participation, contribution rates, and one-on-one follow-up meetings with financial advisors were observed. Thirty-eight percent of previously unengaged employees became plan participants, 68% requested and held meetings with financial advisors, and contribution rates increased by 39%, resulting in a total $199,445 increase in first-year annualized contributions and employer matching funds across the three groups.
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Lund, Reinhard. "Direct Participation in Denmark: The Positions of the Social Partners." Economic and Labour Relations Review 5, no. 2 (December 1994): 47–61. http://dx.doi.org/10.1177/103530469400500205.
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Direct participation in Denmark has been facilitated by agreements between employers and unions as well as a prevailing consensus about the value of cooperative arrangements. A revised Cooperation Agreement was achieved between the central union and employer organisations in 1986. It seeks to improve efficiency as well as enhancing employees' welfare and security. This agreement has had a positive influence on the spread of participation in Danish industry. The paper examines, in greater detail, the experience of the banking and metal industries. Although Danish employers have generally advocated greater decentralisation, the Danish industrial relations system has retained a centralised framework within which direct participation has occurred.
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Tsirkas, Konstantinos, Alexandra-Paraskevi Chytiri, and Nancy Bouranta. "The gap in soft skills perceptions: a dyadic analysis." Education + Training 62, no. 4 (April 7, 2020): 357–77. http://dx.doi.org/10.1108/et-03-2019-0060.
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PurposePrevious studies have shown that soft skills play a significant role in applicants' employability and in the job search, recruitment, selection and hiring process. However, past research indicates a gap in perceptions of soft skills, between employees and employers. The present empirical research aims to explore this gap in perceptions and to suggest effective ways to resolve any mismatch. Demographical factors affecting these perceptions are also taken into consideration for the analysis.Design/methodology/approachA quantitative research design has been applied. The survey undertaken, covers all three main sectors of employment (manufacturing, retail and services), with 151 employee–employer dyads around Greece participating in the survey. Paired sample t-test, independent t-test and One-way ANOVA were used to analyze the data.FindingsThe results show a gap between employees' and their subsequent employers' perceptions of employees' soft skills. Employees seem to regard their skills more highly than do their employers, whereas employers seem to consider employees as not properly equipped with the necessary soft skills. These findings are a worrying sign for business operations and suggest that difficulties in manager–employee co-operation can arise.Practical implicationsThis study has both theoretical and practical implications. It adds to the literature in human resources appraisal process by identifying soft skills perceived differently by employees and employers. It also highlights the reasons for that gap and makes suggestions for the enhancement of required skills.Originality/valueThe majority of previous studies in the field focus either on employees' or employers' perceptions, without comparing them. In addition, the few former studies attempt a comparison focused on students as employees or trainees, with no previous work experience. The current study focuses on employees whose work experience has already shaped perceptions of their skills and employability.
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Skorupińska, Katarzyna. "Towards a Europeanization of indirect employee participation: Polish experiences." Economic and Industrial Democracy 39, no. 1 (July 21, 2015): 6–26. http://dx.doi.org/10.1177/0143831x15594430.
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This article reports the difficult path of developing works councils as new institutions of employee participation in Polish industrial relations and the atmosphere among the social partners surrounding this process. Analysis shows that the Europeanization of legislation on indirect employee participation does not always translate into effective functioning of participatory institutions in practice. Despite the fact that the initially reluctant attitude of trade unions and employers towards works councils has become more positive in Poland, the role of these institutions in Polish industrial relations remains negligible. The amendment to the Act on Informing and Consulting Employees of 2009 has led to a reduction in the already small presence of works councils in Polish enterprises to a marginal level of about 2%.
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Embleton, Leota. "To Enhance Quality of Life in Institutions, An Empowerment Model in Long Term Care: A Partnership of Residents, Staff and Families Guidelines. Lilian M. Wells, Carolyn Singer, Alex T. Polgar. Toronto: University of Toronto Press, 1986. $7.00." Canadian Journal on Aging / La Revue canadienne du vieillissement 6, no. 3 (1987): 255–57. http://dx.doi.org/10.1017/s0714980800008485.
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RÉSUMÉCe livret nous presente une idée rudimentaire d'un modèle d'emprise au sein des organisations de soins à long terme. Il nous offre également la description d'un projet de recherches de démonstration et la charpente théorique du modèle. Cet ouvrage provient d'un travail collaboratif entre Health and Welfare Canada (Ministère de la santé et du bien-être), le Metropolitan Toronto Community Services Department, Homes for the Aged Division et l'Université de Toronto, Faculty of Social Work. L'étude de recherches a été administrée par le Metropolitan Toronto Homes for the Aged.La majorité du texte est consacrée à un résumé qui retrace chaque étape du projet catégorisé selon (1) la marche à suivre, (2) les résultats, (3) les caractéristiques essentielles, (4) les obstacles, et (5) le plan d'action. Ce dernier est à la base des recommendations qui pourraient être utiles à d'autres organisations. La matière du livret traite des partiadarités uniques d'un projet de recherche-action.Le segment de démonstration regroupe un bon nombre de concepts théoriques, comme la stratégie écologique, la théorie évolutive des stages de la vie, les réseaux d'entraide sociaux, et décrit des méthodes qui permettent de mettre ces théories au point d'une façon pratique.L'ouvrage s'adresse aux étudiants, aux chercheurs, aux travailleurs sociaux, aux infirmières et autres employés qui oeuvrent dans des organisations de soins à long terme. Les conseils de résidents, les membres de la famille, les parents et les organismes consultatifs auraient intérêt à se baser sur ces concepts lorsqu 'ils établissent et évaluent une méthode de participation au sein des organisations de soins à long terme.
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Nielsen, Peter, René Nesgaard Nielsen, Simon Grandjean Bamberger, Jørgen Stamhus, Kirsten Fonager, Anelia Larsen, Anker Lund Vinding, Pia Ryom, and Øyvind Omland. "Capabilities for Innovation: The Nordic Model and Employee Participation." Nordic Journal of Working Life Studies 2, no. 4 (November 30, 2012): 85. http://dx.doi.org/10.19154/njwls.v2i4.2306.
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Technological developments combined with increasing levels of competition related to the ongoing globalization imply that firms find themselves in dynamic, changing environments that call for dynamic capabilities. This challenges the internal human and organizational resources of firms in general and in particular their ability to develop firm-specific innovative capabilities through employee participation and creation of innovative workplaces. In this article, we argue that national institutional conditions can play an enhancing or hampering role in this. Especially the norms and values governing relations between employers and employees are expected to be of vital importance. This article will follow a resource-based perspective on developing dynamic capabilities in order to test the importance of enhancing human and organizational capabilities for innovation in firms. In particular, the article will focus on some of the important institutional conditions in Danish firms derived from the Nordic model, such as the formal and informal relations of cooperation between employers and employees in firms and their function in building capabilities for innovation. The foundation of the empirical analysis is a survey that collected information from 601 firms belonging to the private urban sector in Denmark. The survey was carried out in late 2010.
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Sorensen, Glorian, Jean Hsieh, Mary K. Hunt, Diane H. Morris, Donald R. Harris, and Gordon Fitzgerald. "Employee Advisory Boards as a Vehicle for Organizing Worksite Health Promotion Programs." American Journal of Health Promotion 6, no. 6 (July 1992): 443–50. http://dx.doi.org/10.4278/0890-1171-6.6.443.
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Purpose. The purpose of this article is to describe the “employee advisory board model” applied in the Treatwell program, a worksite nutrition intervention program. Design. The employee advisory boards of five of the seven intervention worksites participating in the Treatwell program were surveyed. Results were compared with results of employee surveys conducted in these five worksites. Setting. The five worksites included in this study are among 16 participating worksites from Massachusetts and Rhode Island. Subjects. Of the 95 board members represented in the five worksites, 88% responded to the survey. This article also presents results from the 698 respondents of the five intervention worksites where the board surveys were conducted. Intervention. The boards in each worksite participated in planning, promoting, and implementing this program in each worksite. Measures. Respondents to the board survey were asked about their participation on and satisfaction with the board and factors they thought contributed to its effectiveness. A survey of all employees included information on demographics and program participation. Results. Board members reported that they were highly satisfied with the board's functioning. Board member hours spent on Treatwell activities were directly related to the proportion of employees aware of the program. (r = .82). The boards' effectiveness was limited by conflicting priorities between the job and board responsibilities. Conclusion. The employee advisory board model povides promise for increasing worker awareness of worksite health promotion programs through enhanced worker ownership.