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Articoli di riviste sul tema "Management Employee participation"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 30 luglio 2024

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1

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

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

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

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

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4

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

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

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

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

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

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

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

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8

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

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

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

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

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10

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

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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

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

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Purpose This paper aims to investigate the influence of customer participation in services on the innovative behaviors of employees. Although previous studies have acknowledged the importance of customers in service innovation and investigated how customer participation in product development teams affect innovation, the effect of mandatory customer participation in services on the employee innovative behavior has not been examined. In addition to addressing such gap, this study proposed the mediating role of interpersonal trust in the relationship between customer participation and employee i

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Cohen, H. Harvey, and Joseph Cohen. "Employee Participation in a Hospital Hazard Management System." Ergonomics in Design: The Quarterly of Human Factors Applications 12, no. 3 (July 2004): 13–18. http://dx.doi.org/10.1177/106480460401200304.

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

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In this article, thirteen case studies are analysed which study the innovation processes renewing structures and forms of employee participation in companies in private and public sectors of industry in the Netherlands. In the majority of the case studies, new hybrid forms between representative and direct participation have been launched, in which elected members of works councils co-operate with non-member employees, mostly in temporary projects. These initiatives show successful results in mobilizing employee involvement in representative as well as in direct workers’ participation, and in

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Grissom, Jason A. "Revisiting the Impact of Participative Decision Making on Public Employee Retention." American Review of Public Administration 42, no. 4 (April 28, 2011): 400–418. http://dx.doi.org/10.1177/0275074011404209.

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A large body of management research has linked participation by employees in organizational decision making to employee-level outcomes such as job satisfaction, with nearly all studies finding positive associations. This study questions whether the impact of employee policy influence on employee-level outcomes is contingent on management effectiveness, hypothesizing that employee outcomes may be negatively affected by the exercise of influence if participation is facilitated poorly or comes in response to a void created by inadequate organizational management. Focusing specifically on employee

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Baran, Małgorzata, and Barbara Sypniewska. "The Impact of Management Methods on Employee Engagement." Sustainability 12, no. 1 (January 6, 2020): 426. http://dx.doi.org/10.3390/su12010426.

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The aim of the paper is to present the findings of our own questionnaire-based quantitative study carried out in 2018. The research questionnaire was sent to companies in the databases of two universities (the database of enterprises cooperating with each university), which were selected according to the criterion of the number of employees (micro, small, medium, and large companies). The study attempted to identify the correlations among the following variables: people-oriented management, non-people-oriented management, direct active and passive participation, and engagement in work. Two res

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

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The article refers to the basic thesis that people (employees) are the most valuable asset of any organisation. In this case, the point of reference are the logistics companies. Some characteristics of the way the TSL industry operates are presented in a very condensed form. This has been used as an argument to emphasise the importance of human resources in these companies; in particular, the importance of intellectual capital. Owing to the specific nature of these companies, the need for logistics personnel to be highly competent was clearly emphasised. In fact, this is a sine qua non for sta

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Baku, Anita Asiwome Adzo, Tee KengKok, Rozanah Abdul Rahman, and Dahlia Zawawi. "Making a Case for Informal Participation in Occupational Safety and Health Management." International Journal of Business Administration and Management Research 3, no. 1 (March 29, 2017): 37. http://dx.doi.org/10.24178/ijbamr.2017.3.1.37.

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Abstract-A myriad of research have listed organisational commitment, reduced employee turnover, increased productivity amongst others, as some of the benefits of employee participation in management. Some studies on employee participation, however,indicates that, employees are generally reluctant to use formal avenues created for them to contribute to management. This is especially so because management mostly uses such formal avenues for a top-down information transfer. Also, employees have the fear of being victimised if they raise issuesof concern thatboarders on the use of finance or on so

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

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

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Ichdan, Dany Amrul, Maryani Maryani, and Yuliansyah Yuliansyah. "Participation in Decision-Making, Career Development, and Organizational Commitment." Jurnal Ilmiah Akuntansi dan Bisnis 18, no. 2 (November 20, 2023): 342. http://dx.doi.org/10.24843/jiab.2023.v18.i02.p10.

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Employee participation in decision-making is a key factor in an organization's success, significantly influencing career development and organizational commitment. This study underscores the ethical and strategic imperative for management to empower employees in decision-making processes, a vital component of human resource management. Focusing on municipal officers from the Lampung regional province, the research employed a survey method to gather data. Analysis of 70 valid responses using SmartPLS software highlighted the substantial impact of budgetary participation on both career developme

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

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

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Purpose This paper aims to examine the explanatory roles of organizational justice (OJ) and learning goal/need satisfaction (LGS/LNS) in the relationship between participation in decision-making (PDM) and turnover intention (TI) of employees. OJ was expected to mediate the relationship of PDM with LNS and TI. Further, LNS was expected to mediate the relationship of PDM and OJ with TI. Design/methodology/approach This study used a rigorous design with 192 responses collected with temporal separation using snowball sampling technique. Responses on PDM, OJ and LNS were taken at one point of time,

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Waladali, Emad. "The impact of perceived effectiveness of performance management system on affective commitment: Employee participation as a moderator." Problems and Perspectives in Management 20, no. 1 (April 5, 2022): 514–31. http://dx.doi.org/10.21511/ppm.20(1).2022.41.

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Palestinian companies nowadays realize the importance of performance management systems. This study examines the moderating effect of employee participation in the relationship between perceived effectiveness of performance management system and affective commitment of employees in Palestinian service companies. A questionnaire was designed using Google Docs and distributed randomly via e-mail among 174 employees working in Palestinian service companies. A structural equation modeling, using AMOS V26, was used to test the hypotheses. The findings showed that perceived effectiveness of performa

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Tyler, Thomas T. "Employee Participation through Consultative Team Selling." Journal of Business & Industrial Marketing 5, no. 2 (February 1990): 37–41. http://dx.doi.org/10.1108/eum0000000002743.

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Rubel, Mohammad Rabiul Basher, Nadia Newaz Rimi, and Tim Walters. "Roles of Emerging HRM and Employee Commitment: Evidence from the Banking Industry of Bangladesh." Global Business Review 18, no. 4 (May 2, 2017): 876–94. http://dx.doi.org/10.1177/0972150917692223.

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This study examines the roles emerging human resource management (HRM) plays in enhancing employee commitment to the organization from the perspective of social exchange theory (SET). In this relationship, HRM roles represent the mechanisms through which managers’ actions, behaviours and HRM procedures affect employees’ commitment to the organization. A self-administered questionnaire survey was employed for data collection from a sample of 217 respondents drawn from front-line employees working in private commercial banking organizations in Bangladesh. Using structural equation analysis, the

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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 n

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Martin, Ann, and Neal Herrick. "Joint Management and Employee Participation: Labor and Management at the Crossroads." Industrial and Labor Relations Review 44, no. 3 (April 1991): 573. http://dx.doi.org/10.2307/2524176.

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

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

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

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Gaffney, Michael E. "Book Review: Management: Working Together: Employee Participation in Action." ILR Review 39, no. 4 (July 1986): 621–22. http://dx.doi.org/10.1177/001979398603900441.

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Skorupińska, Katarzyna. "Direct employee participation in the management of polish companies." Journal of Positive Management 4, no. 1 (March 11, 2014): 78. http://dx.doi.org/10.12775/jpm.2013.006.

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Magner, Nace, Robert B. Welker, and Gary G. Johnson. "Evidence Of Value-Expressive Participation Effects In Budgeting." Journal of Applied Business Research (JABR) 9, no. 2 (October 2, 2011): 104. http://dx.doi.org/10.19030/jabr.v9i2.6083.

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Accounting researchers have defined budgetary participation to encompass employee influence, or control, over budget targets. This view implies that control is a necessary condition for favorable participation effects to occur. This paper presents the results of two field studies that indicate participation can lead to improved employee attitudes even when it does not afford the employees budgetary control.

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Kandel, Laxman Raj. "Relationship Between Human Resource Management Practices And Employee Commitment." Nepalese Journal of Management Research 2, no. 1 (September 9, 2022): 44–53. http://dx.doi.org/10.3126/njmgtres.v2i1.48265.

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The general objective of the study was to analyze the relationship between human resource management practices and employee commitment in Nepalese commercial banks. Descriptive research design was once used for the study. The study targeted 250 employees in Nepalese commercial banks. Questionnaires had been used as instruments for data collection. Descriptive and inferential information had been used to analyze the data. The study observed that all the human resource management practices studied influences employee commitment. This is evidenced by the findings that employee commitment is posit

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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 (controll

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Poutsma, Erik, Willem de Nijs, and Michael Poole. "The global phenomenon of employee financial participation." International Journal of Human Resource Management 14, no. 6 (September 2003): 855–62. http://dx.doi.org/10.1080/0958519032000106119.

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

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

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SANJAYANI, Made Wulan Guna Harta, Komang Adi Kurniawan SAPUTRA, and Ida Ayu SURASMI. "The Influence of Implementation of Sustainability Accounting and Management Participation on Employee Performance in the Bina Sejahtera Badung Employee Cooperative." International Journal of Environmental, Sustainability, and Social Science 5, no. 1 (January 31, 2024): 147–53. http://dx.doi.org/10.38142/ijesss.v5i1.990.

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The purpose of this research is to determine the effect of implementing sustainability accounting and management participation on employee performance at the Bina Sejahtera Badung Employee Cooperative. The samples in this research were all employees of the Bina Sejahtera Badung Employee Cooperative with a total of 52 samples used in this research. This research uses primary data, data was collected by distributing questionnaires to the entire research sample. Testing research hypotheses using SPSS 26.0 for Windows. The research results show that the implementation of sustainability accounting

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

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Employee job satisfaction is pertinent and critical in the change management process of contemporary organizations. The objectives of this study are to assess the extent of employee involvement in the change management processes, assess the impact of change management on employee job satisfaction and thirdly, attitude of employees after organizational change. A descriptive survey research design was employed to administer a self-designed questionnaire consisting of open and closed- ended items to one hundred and forty respondents using simple random sampling. Closed-ended items were measured o

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Jurburg, Daniel, Elisabeth Viles, Martin Tanco, Ricardo Mateo, and Álvaro Lleó. "Understanding the main organisational antecedents of employee participation in continuous improvement." TQM Journal 31, no. 3 (May 8, 2019): 359–76. http://dx.doi.org/10.1108/tqm-10-2018-0135.

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Purpose Companies use continuous improvement (CI) as a strategy to achieve business excellence and innovation. Yet CI initiatives fail mostly due to a lack of employee engagement. The paper aims to discuss this issue. Design/methodology/approach Based on the CI literature and the technology acceptance model (TAM), a comprehensive model called continuous improvement acceptance mode (CIAM) was developed to understand the main organisational antecedents that predict employee intention to participate in CI. The CIAM is based on structural equation modelling using partial least squares and it was v

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Yang, Albert Jing-Fuh, Chia-Wen Hung, and Siao-Fen Huang. "Exploring Customer Participation and Value." WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 18 (January 25, 2021): 345–59. http://dx.doi.org/10.37394/23207.2021.18.35.

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Emerging marketing perspectives show that customer participation creates new opportunities for value creation. A perspective in the marketing section should be highlighted, a new opportunity must be emphasized, and customer participation should be used as a means to define the relationship benefits through their participation. The goal of customer participation is to create a high-value service process by creating cooperation with customers. This study describes and develops hypothesis verification. In the context of professional financial services in Taiwan, this study explores the effect of

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Adrian Putra Ariussanto, Kenny, Zeplin Jiwa Husada Tarigan, Rismawati Br Sitepu, and Sanju Kumar Singh. "Leadership Style, Employee Engagement, and Work Environment to Employee Performance in Manufacturing Companies." SHS Web of Conferences 76 (2020): 01020. http://dx.doi.org/10.1051/shsconf/20207601020.

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The fast changes in global order have to be anticipated by the company’s management in order to be able to compete. This change affects the organizational system and the company’s leadership style to improve their employees’ participation. Leadership style determines the level of employees’ participation and empowers them in reaching the targets that have been determined by the management. The data retrieval is using a questionnaire from the employees of an animal feed manufacturing company. The data retrieval technique is by using all the 50 employees of the company. The data analysis of this

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Mishra, Vinod, and Russell Smyth. "Workplace policies and training in China: evidence from matched employee-employer data." International Journal of Manpower 36, no. 7 (October 5, 2015): 986–1011. http://dx.doi.org/10.1108/ijm-10-2013-0249.

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Purpose – The purpose of this paper is to examine the extent to which workplace policies and practices are related to participation in, and frequency and duration of, workplace training, controlling for worker and workplace characteristics. Design/methodology/approach – The authors regress variables depicting participation, frequency and duration of workplace training on workplace policies and control variables. In the case of participation in training, the dependent variable is binary; hence, the authors use a logit model. To examine the number of times which employees participate in training

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

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Lack of safety participation in Occupational Safety, Health and Environment Management System (OSHMS) has exposed employees to high risk of work hazards resulting in high occupational accidents. This does not only affect employee’s morale towards work, but employer also needs to bear the cost of recovery and its effect to its reputation. This study was carried out to determine the relationship of safety capital (management safety commitment, safety training, extrinsic reward, intrinsic reward, employee involvement, safety communication and safety advice) and safety participation in OSHMS using

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Markey, Raymond. "Non-Union Employee Representation in Australia." Journal of Industrial Relations 49, no. 2 (April 2007): 187–209. http://dx.doi.org/10.1177/0022185607074918.

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Abstract (sommario):

Non-union representative employee participation recently has attracted increasing international attention in employment relations due to the growing representation gap in many countries as union membership declines, and mounting evidence of the benefits of representative employee participation for enterprise flexibility and efficiency. However, relatively little is known about Australian experiments in employee participation, although it is essential to learn from Australian experience in order to develop effective public policy. This case study represents a contribution to this larger project

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Sabra, S. A., and A. M. Aamer. "Resistance to Organizational Change: A Case of Yemen National Oil and Gas Sector." Indonesian Journal of Computing, Engineering and Design (IJoCED) 1, no. 1 (April 21, 2019): 1. http://dx.doi.org/10.35806/ijoced.v1i1.31.

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Abstract (sommario):

The purpose of this study was to evaluate barriers in understanding different sets of culture, which can arise in an organization. This study was also done to comprehend how resistance can be managed or reduced by discussing the significance of effective communication between management and employees. Trust in management and employee participation during the process of managing changes in National Oil and Gas Company was also identified. We conducted a case study as an investigative tool. In terms of the research site, we focused on one of the national oil and gas companies to highlight some o

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50

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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Abstract (sommario):

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 profess

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