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1
Au, Ellena. "Employee involvement and participation." Thesis, University of Manchester, 2017. https://www.research.manchester.ac.uk/portal/en/theses/employee-involvement-and-participation(b7f28a22-4a9f-414d-ac12-f2dfd845c051).html.
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The focus of this research is on advancing understanding of EIP at work in China. It sets out to examine the extent of practice adoption, and inquire the management intention, employee perception and the challenges from the internal and external environment in relation to the practice adoption. It also tries to understand the applicability of EIP practice in innovation and quality enhancement industries. The research methodology adopted is qualitative case study approach, with 20 respondent organisations including Chinese global enterprises, central state-owned enterprises, listed and small medium enterprises.
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Abu, El-Ella Nagwan. "Employee involvement in open innovation." Doctoral thesis, Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2015. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-172362.
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This dissertation consists of three independent studies - two empirical studies and one literature review - that examine different issues regarding the involvement of employees in innovation within the growing open innovation environment. In particular, I focus on the different facets and vital enablers that influence involving the general workforce in innovation, among which trust plays a critical role for their active involvement and their decision to contribute to innovation. In the first study, the focus is on a powerful set of enablers of high involvement innovation, namely; the new corporate web technologies, and their role in accelerating a wider base of collective innovation. The second study then examines the involvement of a very specialized category of the workforce in innovation which is the highly qualified external workforce. Those employees represent a rich yet underexplored resource of employee innovation. Finally, in the third study, I focus on exploring the different roles played by innovation intermediaries and argue that intermediaries could take a more active role in open innovation, through proposing the ‘trust incubator’ role. New insights coming from this thesis advance the current discussion of actively and effectively involving employees in innovation, as well as uncover important and current related issues and allow us to draw conclusions that are useful for both research and practice.
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Brengesjö, Ellen, and Eveline Eskengren. "Time to Involve : Employee Involvement in CSR Activities - A Qualitative Study Investigating Contributors to Involvement in CSR among Employees." Thesis, Jönköping University, Internationella Handelshögskolan, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-48811.
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In recent years, the concept of Corporate Social Responsibility (CSR) has been widely studied. Scholars agree that employee involvement is crucial for successful implementation of CSR, however complexities exist as employee involvement in CSR is not always evident in organisations. While existing literature commonly address the importance of employee involvement, it seldomly devote attention to what factors affect this involvement and as such, does not focus of why certain factors are brought up. Moreover, as employees are key stakeholders in organisations, there is a need of including their voice to contribute with valuable insights to the field. The purpose of this study is first to examine what factors contribute to employee involvement in CSR activities, followed by the second aim of understanding why these factors are considered important with regard to employee involvement. As the nature of the study is qualitative, an interpretivist design is applied, with four companies acting as foundation for data. Primary data is collected through semi-structured interviews with the use of open-ended questions. A thematic approach is applied for analysing data. The empirical findings reveal five factors contributing to employee involvement in CSR and why those factors are important. These are (1) Coordination, as it helps provide clear guidelines anchored in deeper purposes, (2) Conditions, since varying tools enable those guidelines to be implemented, (3) Communication, because it allows employees to learn and be updated regarding CSR, (4) Concretisation of actions, by making CSR visible and easier to apply, and finally, (5) Community, since it fosters the mindset of shared responsibility and solidarity. These findings are visually presented in Figure 2 - The 5C-Model for Employee Involvement in CSR.
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Jayawardana, Ananda Karuna Liyana, and n/a. "Sustaining employee involvement in a developing country." University of Canberra. Business & Government, 2004. http://erl.canberra.edu.au./public/adt-AUC20050719.125732.
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The thesis examines the factors influencing the sustainability of employee involvement
strategies in the Sri Lankan manufacturing sector. Applying the psychological contract
perspective, the researcher attempts to explore how employee involvement strategies are
sustained at the factory floor level. More specifically, the attempt is to understand the
involved behaviour of employee in the perspectives of a relational as well as a transactional
psychological contract. The empirical evidence is drawn from three case studies in to
consumer products, tobacco products and garment manufacturing in Sri Lanka.
The thesis highlights several key findings relating to the process of sustaining employee
involvement strategies in Sri Lankan manufacturing firms. First, the existence of a
psychological contract in the form of a relational contract supports the sustenance of
employee involvement strategies. Second, the social exchange process that produces the
relational contract in an employer-employee setting draws from situational factors such as the
supportive climate created by employer and employee development programmes and the
psychological factors, such as work values, job involvement, and commitment of the
employee to organization. Third important factor: the trust placed in the organization by the
employee develops exchange relationships with the organization, managers and fellow
employees leading to a relational psychological contract, which results in the sustenance of
outcomes of employee involvement. Some confirming evidence for the third factor could be
drawn from situations where a break down of trust prompts a violation of the psychological
contract. In such situations, the relational contract is transformed into a transactional contract
resulting in the failure of employee involvement process. Finally, the thesis finds little
evidence to support the view that moving down power, information, knowledge and skills and
rewards to the frontline employees alone are sufficient to sustain an employee involvement
process.
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Aminudin, Norsiah. "Attitudes towards employee involvement : gender differences and similarities." Thesis, University of Strathclyde, 2007. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21667.
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Employee involvement (EI) has been the focus of considerable research on the management of people in organizations, particularly on whether EI results in improved employee attitudes and behaviours, and in turn company performance. Although EI trends have continued to interest academics and practitioners and are well documented in literature, the literature is relatively silent on studying EI schemes in relation to gender. This thesis intends to reconcile this gap by examining differences between the attitudes of men and women towards EI programmes. A second feature of this research is its focus on a non-western context. This is important both in examining the issue of gender in attitudes towards EI, and expanding the cross-cultural validity of mainly western-oriented research in the broader area of employee participation. Given the above issues and the limited empirical evidence in the context of non-western cultures, the current study sought to explore the attitudes towards EI in a Malaysian context. Quality Circles (QC) and Employee Share Ownership Schemes (ESOS) were the focus of the current study of EI. The general aim was to understand the relationship between EI and employees' organizational commitment and the effects of gender, degree of participation, and management support within a Malaysian context. Both quantitative and qualitative research approaches were used in a mixed methods study. In the first stage,a survey questionnaire gathered data on employee attitudes from 217 respondents in three Malaysian public utility companies. This data was used to test a series of hypotheses regarding the relationships between attitudes to the EI programmes and organizational commitment, as well as the effects of gender, participation in programmes, and supervisory support. A second qualitative stage used semi structured interviews with management and focus groups with employees to explore further the gender dimension and identify both differences and similarities in the treatment of women at work and their experiences with EI. The research found that there were no significant differences in the attitudes of men and women towards EI schemes; nor were there any gender differences in wider work related attitudes including organizational commitment, job satisfaction and attitudes towards management. Men, however, were still more negative in their general attitudes about women and work. The qualitative phase suggested that Malaysian organizations need a more democratic culture and better support from superiors in order to make EI schemes successful. It was also found that the practices of Malaysian organizations mirrored the issues of stereotyping and lack of opportunities available to women as compared to those of men, which are found in western literature. Overall, the findings of the study served to enrich the EI literature, particularly with respect to the treatment of women, and offered valuable guidelines for non-western organizations seeking to improve the implementation of EI schemes.
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Maagaf, Aziza. "Employee involvement and participation in Libyan oil Companies." Thesis, University of Manchester, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.509837.
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This thesis provides an examination of the theory and practice of Employee Involvement and Participation in the Libyan context. It consists of three case studies of multinational oil companies operating in Libya. Additionally, a detailed discussion is also provided about the Libyan oil regulatory agency - the National Oil Corporation (NOC) - and its influence on multinational oil companies operating in Libya. The empirical work involved, interviews with management and employees and a survey of employees as the main data collection tools within the three companies, and analysis of corporate documents. The results suggest that the three multinational companies i.e. Italian Eni-Gas, German Wintershall, and British Expro, share a similar approach to Employee Involvement and Participation, exhibiting popular downward communication, weak upward problem-solving techniques, and a lack of financial participation and nominated representative participation. Most of the similarities among these case studies are attributed to the strong influence of the NOC. Various differences were also observed in many respects, being explained by contextual factors such as technology, the style of management, and some small influence from the parent foreign company. This study also suggests that employee participation in decision-making is generally at the infonnative level, with consultation featuring at the bottom of ladder. The scope of EIP programmes was found to be tactical rather than strategic. Due to 'spiritless' initiatives of EIP programmes, their implementation was largely in the hands of individual managers. The effects of employee involvement and participation were also varied such as high levels of commitment, organisational performance and improve employee attitudes. It was confirmed that employee trust in their nominated representatives was minimal, and that more trust was placed in managers.
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Fenton-O'Creevy, Mark Paul. "Employee involvement and the middle manager : a multi-level, cross-company study of their role in the effectiveness of employee involvement initiatives." Thesis, London Business School (University of London), 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.243791.
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Hoell, Robert Craig. "Determinants of Union Member Attitudes Towards Employee Involvement Programs." Diss., Virginia Tech, 1998. http://hdl.handle.net/10919/30741.
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This study investigates the role social information and personal dispositions play in the development of attitudes of unionized employees towards employee involvement programs. A theoretical model was developed in order to understand how social information and dispositions form union member attitudes towards employee involvement programs. This was designed from models of employee involvement and attitude formation.
Data were collected from employees at electrical power generation facilities. Measures of organizational and union commitment, locus of control, participativeness, social information provided by the company, social information provided by the union, and employee involvement attitudes were gathered through a survey distributed at the facilities. General affect and satisfaction towards four types of employee involvement programs union members are most likely to encounter were measured.
Specific hypotheses were developed in order to test and analyze parts of the theoretical model. While the results were at times contrary to the hypothesized relationships within the model, the data fit with the theorized model well enough to provide support for it. This model effectively demonstrated how employee involvement attitudes are formed from such data, and the relationships between the variables measured.Ph. D.
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Preemo, Christina, and Rodríguez Maria Llaneli. "Employee Involvement in the Waste Management Implementation Process : Volvo Cars Corporation." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-19926.
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Abstract Aim: This project deals with ‘employee involvement in the implementation process of waste management. The research focus on Volvo Cars Corporation since the company involves a set of departments in such process. The purpose is to identify the dominant factor(s) affecting employee involvement during waste management execution. These factors are ‘the creators of employee involvement’ and they are organizational culture; communication; training and education; teams; employee empowerment; and rewards. Thus, the research question that has been addressed is ‘how does employee involvement take place in organizations during the implementation of waste management strategies?’ Method: Case study design was applied since it serves as ground for understanding the phenomenon; and it is connected to qualitative research. The authors collected mixed data. Secondary data were gathered from the firm’s sustainability reports, while primary data is obtained from interviews with Volvo’s employees who were related to waste management implementation. Results were offered by applying coding, categorization and content analysis. Results and Conclusions: Volvo demonstrates a green corporate culture with informal and participative channels of communication. Employees work in cross-sectional and self-managed teams and they are not intensely trained in environmental oriented issues. Decentralization in decision-making is the common approach within the company. Moreover, a bonus reward system exists there. Limitations and Suggestions for further research: As the results from representative case studies design cannot be generalized, a comparative case study design regarding a number of automotive companies is recommended. The employee involvement factor has been explored in this study, however, additional research regarding firm’s performance and employee involvement outcomes is decidedly suggested. In addition, the authors recommend to conduct further studies related to other green strategies such as lean production, reduction of toxic emissions, reuse, recycle, etc. Contribution: training and education programs plus rewards packages are found irrelevant in the employee engagement with waste management. Conversely, the conducted study find out additional factors. They are the ‘social component’ and the ‘ecological mentality’ of the business which have to be considered for managers and society as important dimensions in the course of the employee involvement. Key words: HRM, employee involvement, waste management implementation process, creators of employee involvement.
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Dawkins, Cedric E. "Employee involvement programs in unionized settings : determinants of worker support." The Ohio State University, 1998. http://rave.ohiolink.edu/etdc/view?acc_num=osu1272980089.
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Georgiadis, Konstantinos. "Embeddedness of employee involvement and employee attitudes in UK : a secondary data analysis using the WERS98 dataset." Thesis, University of Bath, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.436770.
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Mihai, Eliza-Gabriela, and Jean-Paul Bakkenist. "The impact of external CSR practices on employees : Exploring the organizational activities that influence employee engagement within CSR." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-39718.
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Fundamentally the aim of corporate social responsibility (CSR) is to initiate social and/or environmental change. Because of the increased awareness of stakeholders and other public actors, it has become of any company’s interest to uphold their public image. The question remains whether companies undertake CSR activities for intrinsic moral reasons or to only uphold their reputation. Most research regarding CSR focuses on the influence of external factors (such as major stakeholders) and how different goals and opinions between these major actors reciprocate. One stakeholder within the sphere of CSR which has often been overlooked but has gained increased attention is the employee. So far, little attention has been paid to the people at work, like the human experience of the worker, thus questions remain regarding the influence of CSR activities on the identification, commitment, and satisfaction of employees.
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Rees, Chris. "Employee involvement in quality management strategies : a case study based analysis." Thesis, University of Warwick, 1996. http://wrap.warwick.ac.uk/36302/.
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Quality management (QM) has without doubt been one of the leading management fashions of the 1990s. QM programmes derive from a growing belief during the 1980s that commercial success comes not simply from low cost competitiveness but from high and reliable quality. The aim is to foster the commitment of employees across the organisation to quality in terms of product and service delivery, and to create a culture of "continuous improvement".
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Nuttall, P. A. "Understanding 'empowerment' : a study in a manufacturing company." Thesis, Henley Business School, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.246150.
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Robinson, Sean D. "The Roles of Job and Work Involvement in the Employee Turnover Process." Ohio University / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1306247829.
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Shah, Naimatullah. "Determinants of employee readiness for organisational change." Thesis, Brunel University, 2009. http://bura.brunel.ac.uk/handle/2438/4460.
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Organisations are continually confronting challenges to remain competitive and successful, which compels organisations to regularly re-evaluate their strategies, structures, policies, operations, processes and culture. Managing change effectively is however a main challenge in the change management domain because of massive human involvement. Thus, managers and change agents are eager to know how to encourage and effectively prepare employees for change situation. The aim of this doctoral study was to examine the determinant of employee readiness for organisational change. The objectives were to investigate employee commitment to the organisation and career and social relationships factors in public sector higher educational institutions of Pakistan where various change reforms has been introduced recently. This empirical study proceeded by a systematic review of literature that led to development of a conceptual model. The data was collected from a sample of teaching employees by using a survey questionnaire. Data was analysed using descriptive statistics and exploratory factor analysis run on statistical package for social sciences and confirmatory factor analysis on the structural equation modelling as well as on applied analysis of moment structure to assess the model fit of the study and hypotheses testing. Results showed that independent variables (emotional attachment, feeling of pride, pay/wages/rewards, promotion, job satisfaction, job involvement and social relationships in the workplace) were positively and significantly correlated to the dependent variable (readiness for organisational change). However, two variables i.e. supervisor and peer relations, and training and skills development were not found positive and significant to the readiness for organisational change. This study has methodological limitations, as it is a cross sectional study that used a survey questionnaire only in public sector higher education sector. This study provides empirical evidence for employee readiness predictor variables for organisational change. This study may contribute to the literature on change management, particularly for Pakistan, and may assist the management, change agents and practitioners of human resources management and development, and organisational behaviour in assessing, designing and evaluating new or existing programmes for organisational change.
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Roustaei, Simin. "An Employee Participation Change Project and Its Impact on the Organization: a Case Study." Thesis, University of North Texas, 1990. https://digital.library.unt.edu/ark:/67531/metadc503900/.
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The purpose of this study was to document and assess the consequences of implementing employee involvement in a manufacturing setting. Using a quasi-experimental design, the study utilized information from various sources of data including archives, interview, and questionnaire data for a three to four year period. Time series comparisons were used. The results indicated that production increased initially, but then dropped back to original level. Quality of products increased and continued to improve gradually. The highest rate of improvement was observed in safety. An attempt was made to measure current level of commitment at the plant but was unsuccessful due to a low return rate of questionnaires. Overall, data collected partially support the hypotheses. Implications for further research and practice are discussed.
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Woodley, Vernon Anthony. "Gender and networks in project teams: the case of a troubled insurance and asset management company." Diss., University of Iowa, 2012. https://ir.uiowa.edu/etd/3553.
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Advocates of self-managed teams, a common strategy for organizing work, suggest that teams may be a solution to gender inequality in the workplace. According to this argument, the nonteam-structured workplace is typically stratified by gender with women occupying the lower stratum of the hierarchy. Women's formal and informal interactions are therefore limited to mostly other women in similar low-status positions. This gendered pattern of interaction is said to negatively affect women's career opportunities and outcomes because women's positions prevent them from accessing and mobilizing good social capital - benefits from ties to influential persons within the organization. Self-managing teams that cross-cut workplace positions and subunits provide access to good social capital, thus enhancing women's work outcomes. I tested this argument with data from a case study of employees in the asset management subdivision of a multinational insurance and asset management company dubbed Finco Asset Management. In general, the results confirm the benefits of participation in self-managing teams. First, in Chapter 3 I found that workgroups, the nonteam structure at Finco, were more likely to be segregated by gender than self-managing project teams. In Chapter 4, I found that workplace position, workgroup and the perceived importance of another for one's career advancement determined the informal structure at Finco. Tie importance attenuated the effect of joint project team participation, which suggests that employees were strategic about forming ties with influential persons in project teams. In Chapter 5, I found that the informal structure, particularly indegree centrality and outdegree centrality, were key predictors of promotion and pay increase. Indegree centrality alone determined layoffs, however. Thus consistent with the social capital argument, self-managing project teams reduced gender segregation, provided access to important informal networks and the informal networks influenced employee work outcomes. However, gender mattered as well. Women were more likely to share workgroups and less likely to be in upper management. Women were also less likely to have same-sex informal networks within their subdivision after accounting for tie importance; however, they were more likely to have same-sex ties in other subdivisions. Women also reported lower job commitment and saw fewer opportunities for mobility at Finco in comparison to men. Hence, while participation in cross-cutting, self-managing teams does improve women's work outcomes, gender differences persist in positions and attitudes.
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Stanford, Jane Herring. "Measuring the Implementation of Employee Involvement in the Maquiladora Industry : A Matched-pairs Analysis of United States Parent Companies and Their Mexican Subsidiaries." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc278521/.
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Participative management practices between United States parent companies in the maquiladora industry and their Mexico assembly plants were investigated for this study. It was hypothesized that managers of parent maquiladora companies in the United States encouraged greater levels of worker participation than did expatriate managers in Mexican subsidiaries. However, the findings of this study indicate that expatriate managers in a number of the Mexico subsidiaries are currently implementing employee involvement approaches. In some instances, highly participative team-based approaches are being used.
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Ziegler, Robert T. "The Impact of Strategic Planning Involvement on Employee Engagement in a Federal Public Health Agency." Thesis, Pepperdine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10618396.
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This study examined the impact of involvement in strategic planning initiatives on employee perceptions, change behaviors, and engagement within one federal public health agency. Forty-six staff completed a survey and 12 completed an interview. Both strategy participants and non-participants reported neutral to positive scores for perceived value and benefits of the strategic initiatives, discretionary change behaviors, and engagement factors, with few significant differences. All participants reported strong levels of engagement and that strategy participation would or did increase their levels of engagement. Public agencies should carefully consider when, how, and where to deploy employee-led strategy teams. Specifically, this research indicates that the involvement of employees in strategy for engagement purposes only should be avoided. Additional research is needed to extend and confirm these findings.
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Suter, Jane Elizabeth. "Informal and formal employee involvement and participation (EIP) in the hospitality industry : A contingency perspective." Thesis, University of Manchester, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.500471.
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Vijay, Mrinal. "A legal analysis of employee involvement in the European company (SE) and EU corporate governance." Thesis, Durham University, 2018. http://etheses.dur.ac.uk/12577/.
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Employee involvement in a company's affairs is one of the elementary aspects of European corporate governance, but is yet to make substantial progress. European Company Statute (Council Regulation No 2157/2001 and Council Directive No 2001/86/EC) was legislated to secure employees’ involvement rights in company decisions and with a vision to establish a uniform legal framework, but specific legal frameworks have been left at the discretion of Member States where the European Company (SE) is registered. As a result, 28 different national SE laws are now in force. This research critically analyses and compares employee involvement in the corporate governance of Member States and in the SE, and then recommends modifications to the European Company Statute so that the SE can become a more popular company form in the EU. The prime focus of the research is board-level employee representation, which is the most controversial aspect of employee involvement. Employee representation, which supposedly constrains managements' privileges, has been debated by the European Commission since 1960s. However, the specific issue of board-level employee representation in the SE from a legal standpoint has remained principally untouched. The provisions for board-level employee representation reflect a laissez-faire approach. The European Company Statute is quite ambiguous and the employee involvement aspect within the Member States is largely uncertain. The research challenges the existing narratives about the shortcomings and suggesting reforms to the European Company Statute. In that process, dismissing the standard explanation of shortcomings and subsequently identifying novel solutions to those shortcomings. The last major contribution was Ernst & Young’s ‘Study on the operation and the impacts of the Statute for a European Company (SE)’, but this was published in 2008 with limited data and experience of only three years of the SE coming into force. It was a decade ago. However, this research is based on the SE’s 13 years of experience, thereby, providing a better assessment on the issue.
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Somwaru, Indira. "A Critical Examination of Enablers and Constraints of Employee Involvement in a Unionised Canadian Higher Education Environment." Thesis, Griffith University, 2018. http://hdl.handle.net/10072/382718.
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The overall purpose of this research is to study the factors that account for the success and failure of employee involvement initiatives with respect to unionised faculty in higher education institutions. Typically, research in High Involvement Work Systems (HIWS) has focused on manufacturing and nonacademic, nonunion service industries. The study sought to fill in the gap in the research on the prevalence of, and requirements for, successful implementation of employee involvement initiatives in unionised, higher education, academic environments. Unlike many existing studies on HIWS that have mainly focused on examining the central research question from either a management or a union perspective, this study examines the faculty perspective with a view to better understanding the factors that promote and constrain faculty’s involvement in their jobs and in the broader organisation. The results could provide key input into policy decisions and into the design of practical interventions that could serve to promote the adoption of HIWS in higher education institutions. Accordingly, the central research question is “What are the factors that account for the success and failure of employee involvement initiatives with respect to faculty in unionised organisations in higher education?”
The study was conducted in a large community college in Toronto, Canada, among unionised faculty across a broad range of disciplines.For the purposes of this study, a synthesised employee involvement construct was developed from existing models and theories.This construct was the basis for the design of the initial interviews that formed the basis of the qualitative study portion of this research project as well as for the quantitative survey portion that followed up on the results of the initial interviews.In the qualitative study, a semi-structured interview questionnaire was developed and used to interview 22 faculty members across 6 major departments of the college who were selected by a purposive sampling technique.Data from the interviews were analysed using themes and content analysis and the results were then used to design a survey to explore in more depth the key themes that were identified.The survey comprised 54 questions divided into 8 sections. These questions served to provide a comprehensive understanding of participants’ attitudes using a 5-point Likert scale.The data wereanalysed using SPSS, and descriptive statistics, frequencies, and visual charts were produced to analyse each variable within the sample.
From a theory perspective, the results of the study support the current knowledge on the factors that promote and constrain employee involvement generally across a variety of organisations in keeping with current models of involvement, but also extend the literature by identifying additional factors that apply to white-collar, unionised, higher education institutions.These factors include the need for more intrinsic rather than extrinsic rewards, the need for managers to use supportive rather than directive approaches to management, and the importance of using small team-based work groups for information-sharing and problem-solving. Key factors constraining faculty involvement include the existence of a collective agreement that limits faculty autonomy and top-down decision-making and communication channels used by management.
This study also has implications for practice regarding creating a high-involvement culture for faculty in higher education institutions. Key among these are ensuring that recruitment and selection procedures identify managers who have the requisite skills and personalities required for supportive management and training managers in the application of these management techniques. Developmental opportunities for faculty in higher education pursuits would serve to provide them with intrinsic rewards. In addition, such opportunitiess would fulfil the objectives of higher education institutions in upgrading the credentials and skills of their faculty to meet government requirements and the competitive challenges facing these organisations. Training for managers, faculty, and union stewards in change management processes is another key requirement for the successful implementation of employee involvement initiatives in the higher education environment.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Dept Empl Rel & Human Resource
Griffith Business School
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Doody, Sarah-Jane Patricia. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations." Master's thesis, Lincoln University. Commerce Division, 2007. http://theses.lincoln.ac.nz/public/adt-NZLIU20080125.192821/.
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Organisations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organisational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems.
This research looks at high involvement work systems in the New Zealand organisational context, and relating these systems to employee turnover and organisational performance. The results of the study suggest that there does not appears to be a relationship between high involvement work systems, and employee turnover and organisational performance; but high involvement systems may contribute to increased labour productivity in New Zealand organisations.
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Doody, Sarah-jane P. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations." Diss., Lincoln University, 2007. http://hdl.handle.net/10182/271.
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Organisations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organisational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems. This research looks at high involvement work systems in the New Zealand organisational context, and relating these systems to employee turnover and organisational performance. The results of the study suggest that there does not appear to be a relationship between high involvement work systems, and employee turnover and organisational performance; but high involvement systems may contribute to increased labour productivity in New Zealand organisations.
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Evans, Claire. "The impact of employee participation and involvement initiatives on levels of trust in four manufacturing firms." Thesis, Cardiff University, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.439460.
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Theories of high commitment management (HCM) ascribe a central role to high trust relationships between management and labour if organisations are to achieve high performance (Legge, 2005; Appelbaum et al, 2000). However, such relations are difficult to achieve within the capitalist employment relationship, particularly so within liberal market economies such as the UK (Godard, 2002; Hall and Soskice, 2001). Employee involvement (EI) and participation initiatives potentially constitute a principal mechanism through which trust may be achieved, although wider evidence suggests that desired performance improvements may only accrue where participation is'meaningful' (Delbridge and Whitfield, 2001). Conversely, EI can be used to intensify the work process and achieve tighter control, although whether this is done through managerial 'commission' or 'omission' remains open to debate. This study sought to explore these questions. The critical realist paradigm was deemed to be the most appropriate methodological approach, and a'firm-insector' approach was applied. This facilitated investigation of meso-level, as well as macro-level, effects on enterpriselevel processes and outcomes. Four manufacturing plants, drawn from the pharmaceuticals and automotive components sectors, constituted the units of analysis. It was postulated that the pharmaceuticals sector might constitute a more conducive environment in which to cultivate trust. Conversely, it was averred that the encroachment of the 'customer' into the management of the employment relationship within the components supply business might encourage a control orientation. In keeping with a general predilection of British management, it was found that 'genuine' trust existed in none of the organisations at the time of the fieldwork (Thompson, 2003; Claydon, 1998). Management sought to (or had done so) substitute 'meaningless' EI for collective organisation. However, at two of the plants, employees reported previous instances where trust had existed. Significantly, this was not confined to the pharmaceutical sector. This facilitated identification of the antecedent conditions necessary for trust to develop, namely a value orientation on the part of senior management, strong organisational performance, effective trade unionism and participative, 'informal' management styles.
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Wohlgemuth, Veit [Verfasser], and Martin [Akademischer Betreuer] Eisend. "Microfoundations of dynamic capabilities: employee involvement, managerial trust, control, and routinization / Veit Wohlgemuth. Betreuer: Martin Eisend." Frankfurt (Oder) : Universitätsbibliothek der Europa-Universität Viadrina Frankfurt, 2014. http://d-nb.info/1056876328/34.
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Mishacoff, Natascha L. "Employee involvement in and perceptions of campus alcohol and drug abuse prevention programming at UW-Stout." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999mishacoff.pdf.
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Skogh, Ellen, and Linnea Stenberg. "Becoming a High Involvement Innovation Organisation : How to enhance internal innovation at an IT infrastructure company by involving employees." Thesis, KTH, Maskinkonstruktion (Inst.), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-276692.
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Increasing employee involvement in innovation activities opens up for opportunities to apply previously unused resources within established employee network connections. Despite identified possible outcomes from increasing participation, no previous research investigating how an IT infrastructure company can increase employee involvement in innovation activities exist. Therefore, this thesis investigates how a market-leading, Nordic IT infrastructure company can increase their employee participation in innovation activities through becoming a High Involvement Innovation Organisation, and the purpose of the thesis is to develop a recommendation of actions to take to increase employee involvement. To fulfil the purpose of the thesis, a single case study consisting of semi-structured interviews and two quantitative surveys was conducted. The project was initiated by an extensive literature search of the six identified main fields within High Involvement Innovation; Management support, Communication, Resource allocation, Competence development, Incentives and Measurements & KPI’s. The results from the study show a lack of sufficient communication and management support to be the main challenges for companies to conquer, as is confirmed in the literature. The conclusion is that the investigated firm has good preconditions to increase their employee involvement in innovation, and the provided recommendation consists of five actions for the firm to take; Communicate the urgency of innovation, implement a feedback system, stimulate the competitive culture through a recognition system, establish measurable innovation KPI’s and develop educational plans targeting innovation.Ökat engagemang hos medarbetare i innovationsaktiviteter öppnar upp för möjligheter att tillämpa tidigare oanvända resurser inom etablerade nätverk för medarbetare. Trots att ökat deltagande medför identifierade möjligheter finns det ingen tidigare forskning som undersöker hur ett företag inom IT-infrastruktur kan öka medarbetarnas engagemang i innovationsaktiviteter. Därför undersöker denna avhandling hur ett marknadsledande, nordiskt IT-infrastrukturföretag kan öka sina medarbetares deltagande i innovationsaktiviteter genom att bli en High Involvement Innovation Organisation, och syftet med avhandlingen är att utveckla en rekommendation innehållande åtgärder att vidta för att öka medarbetarnas engagemang. För att uppfylla syftet med avhandlingen genomfördes en fallstudie hos ett företag bestående av semistrukturerade intervjuer och två kvantitativa enkäter. Projektet inleddes av en omfattande litteratursökning av de sex identifierade huvudområdena inom High Involvement Innovation; Ledningsstöd, Kommunikation, Resursallokering, Kompetensutveckling, Incitament samt Mätningar och KPI:er. Resultatet från studien visar att avsaknaden av tillräcklig kommunikations och ledningsstöd är de viktigaste utmaningarna för företag att övervinna, vilket bekräftas i litteraturen. Slutsatsen är att det undersökta företaget har goda förutsättningar för att öka sina anställdas engagemang i innovation, och den tillhandahållna rekommendationen består av fem åtgärder för företaget att vidta; Kommunicera hur brådskande innovation är, Implementera ett feedback-system, Stimulera tävlingsinstinkten genom ett system för uppskattning, Etablera mätbara innovativa KPI: er samt Utveckla utbildningsplaner som är inriktade på innovation.
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Zhang, Hao, and Tan Jia. "Discuss employee wellbeing in project based organizations from a human resource management perspective." Thesis, Linköpings universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-81925.
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In our paper, we introduced employee wellbeing through physical, psychological and social dimensions. We discuss employee wellbeing in the context of project-based organization (PBO). Meanwhile we summarize features of project-based organizations and this kind of work settings brings some negative effects to employee wellbeing. We figure out some human resource management (HRM) policies and practices for improving employee wellbeing in PBO based on our case study results and theoretical research. These HRM policies and practices can be concluded that performance evaluation and appraisal in PBO should be dynamic and autonomic; employees in PBO should be more involved in work process; trainings and development should include basic skills, broad knowledge and deep technical excellence.
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Beirne, Martin J. "Social paradox and 'user-involvement' : a critical study of employee participation in the design of computing systems." Thesis, University of the West of Scotland, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.278911.
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Gtansh, Abdussalam. "The influence of national and organizational culture on employee involvement and participation (EIP) : a cross-cultural study." Thesis, University of Gloucestershire, 2011. http://eprints.glos.ac.uk/3281/.
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In Libya today, there is a movement towards improvement in organizations and to achieve this goal the Government has introduced liberalization of the economy. It is also creating stronger ties with the Western world, now that sanctions have been lifted. There is now greater scope to allow to private enterprise. Although there has been previous research carried out, into the ways that the competitive nature of all Libyan organizations can be improved, this thesis however, is the first that compares the governance structure, management style and culture of organizations in both the Public and Private sectors of Libya and the UK and focuses on employee involvement participation (EIP). Previous studies suggest that organizational culture is significantly influenced by the national culture in which the organization is located. The influence of culture in general, and more specifically in the sub-divisions of national, organizational, and occupational culture, has been the subject of much discussion over the last few decades. However the debate on whether national culture has an impact on organizations and their human resource management practices remains unresolved. The main aim of this study is to compare two very different cultures to discover any significant differences that exist between the two countries and between organizations in the two sectors particularly with regard to EIP. Therefore this research entailed a survey of the organizational culture, and structure as well as the EIP apparent in a sample of Public and Private sector companies in Libya and the UK. The research was carried by questioning a purposive sample of managers and employees, by distributing a self-completion questionnaire and conducting interviews in these companies, to provide both quantitative and qualitative data, which could then be analysed to discover any link between national and organizational culture, corporate governance, management style, the employment relationship and the implementation of EIP. The literature reviewed for this research- generated a number of research questions and allowed hypotheses to be generated. These were then tested to investigate the differences in national and organizational culture between organizations with different organizational structures in capitalist or state-owned enterprises. Also considered were their implementation of employee involvement and participation practices (EIP), to allow workers greater participation in the decision making process. This research concludes that there are significant differences between UK and Libyan public and private sector employees with regard to the national culture in their country. However, there appears to be areas in the organizational culture of the companies sampled that indicate some level of convergence, in their use of HRM practices, management style and preferred forms of EIP. The specific conclusions drawn from this study contribute to our knowledge and understanding in a number of areas, including, national as well as organizational culture, the apparent transfer of Western management techniques and practices, and their effect on the direct or indirect nature of communication with employees. Furthermore this research contributes to our understanding of the degree of autonomy offered to employees, within different organizational cultures, which although they exist in dissimilar economies and are operating different methods of corporate governance in either publicly or privately owned enterprises, now appear to be implementing EIP practices which are converging on the Anglo-Saxon model of HRM.
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Brunstedt, Daniella, and Natalie Lindqvist. "Kommunikation och medarbetarinvolverandes inverkan på medarbetare under en omorganisation : En fallstudie av Polismyndigheten Region Nord." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-21103.
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Syfte: Syftet med studien är att öka kunskapen om hur kommunikation med och involvering av medarbetare inverkar på medarbetares inställning till en omorganisation. Metod: Forskningsansatsen är av kvalitativ karaktär. Det empiriska materialet har samlats in genom semistrukturerade intervjuer utförda på Polismyndigheten Region Nord som genomgår en omorganisation. Materialet tolkades med hjälp av vår egen modell som är baserad på tidigare forskning, då vi utgått ifrån de resultat vi funnit i vår litteraturstudie. Resultat och slutsats: Bristfällig kommunikation och lågt medarbetarinvolverande inverkar till att medarbetare intar en likgiltig eller negativ inställning gentemot en omorganisering, och att en bra kommunikation och ett högt medarbetarinvolverande leder till en positiv inställning. Vi upplever att kommunikation är den starkaste faktorn eftersom bra kommunikation är en förutsättning för att medarbetare ska uppleva att de har inflytande och därmed är delaktiga i omorganisationen. Vi anser även att vår studie visar att en negativ inställning till en omorganisation innebär att medarbetare motsätter sig en omorganisering. Studiens bidrag: Ge en ökad förståelse för vilka faktorer som inverkar till att medarbetare motsätter sig en omorganisering, samt vilken inverkan kommunikation och involvering av medarbetare har på medarbetarnas inställning till en omorganisering. Förslag på vidare forskning: Vi kom i denna studie fram till att bristfällig kommunikation innebär att medarbetare upplever att de inte involveras i förändringsprocessen, vilket i sin tur leder till ett bristande förtroende för organisationen och därmed även ett motstånd till omorganisationen i sig. Vårt förslag på vidare forskning är att testa den nya modell vi kommit fram till för att se om dessa slutsatser är överförbara även på andra organisationer som genomgår en organisationsförändring.Aim: The aim of this study is to improve our understanding on how communication and employee involvement affect employees' attitude towards an organizational change. Method: Our research approach is qualitative. The empirical data was collected through semi structured interviews conducted at Polismyndigheten Region Nord, which is currently undergoing an organizational change. We used our own model, based on previews researched, to analyse the data. Conclusions: The lack of good communication and low employee involvement leads to employees’ developing a negative or indifferent attitude towards an organizational change. Communication is the strongest factor do to the fact that good communication is essential for making employees’ feel involved in the changing process. Our study also shows a connection between a negative attitude towards an organizational change, and employees’ being against change in general. Contribution of the thesis: Provide a greater understanding for which factors that influence employees’ to oppose an organizational change, as well as which impact communication and employee involvement have on employees' attitudes towards an organizational change. Suggestion for future research: Our conclusion based on this study, is that poor communication makes employee’s feel that they are not involved in the change process, which leads to a lack of confidence for the organisation and a resistance for the organizational change. Our suggestion for future research is therefor to test our new model to see if our conclusions are transferable to other organizations undergoing a change process.
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Rumpf, Paul. "Participation in employee involvement programs." Thesis, 1996. https://vuir.vu.edu.au/18209/.
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The thesis examines issues associated with an employee's inclination to participate in an
employee involvement program.
The critical challenge confronting management of attracting and maintaining the
effective participation of employees is central to the success of a participatory strategy.
However, program impetus, design, formulation and execution is often of an ad-hoc nature
and premised on achieving unrealistic outcomes derived from attempts to isomorphically
replicate contemporary human resource management practices.
This qualitative and quantitative study provides important lessons for managers of
small to medium sized manufacturing organisations, particularly as it relates to governing
issues associated with the participation of employees in decision making processes. First,
the necessity to thoughtfully design the participative structure and its mode of operation in
accordance with an organisation's strategic objectives. Secondly, to ensure that the
premises and parameters of issues of governance associated with the participation of
employees in decision making processes are clearly defined and understood by all
participants and finally, on-going success depends on senior executive support and
commitment.
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HUA, CHEN MING, and 陳敏華. "The Relationships among Employee Engagement,Job Involvement and Employee Creativity – A Study of the Transnational Corporation Employees." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/7s725h.
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碩士大葉大學
國際企業管理學系碩士班
103
This study explored the relationship between employee engagement, job involvement and employee creativity among employees. We focus on Taiwan's foreign fast food chain store employees. Using quantitative research by questionnaire to analyze it. Copies of the questionnaire issued 350 copies, 308 copies of the actual recovery of valid questionnaires. Hierarchical regression analysis is used to verify the hypothesis. The results showed that: 1.Employee engagement and employee creativity have a positive relationship. 2.Employee engagement has a positive relationship with job involvement. 3.Job involvement has a positive relationship with the employee creativity. 4.Job involvement was found to be the mediating variable between employee engagement and employee creativity. The results of the research will provide recommendations for management practices and future research, and is desirable to be the reference for the HR department in enterprise.
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YANG, I.-CHIN, and 楊依晉. "The Study of Employee Involvement-Organizational Authority Value and Employee Effectiveness." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/9sqxs5.
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碩士中原大學
心理學研究所
91
This research investigates the effectiveness of employee involvement to the Chinese enterprises in Taiwan. We focus on five dimensions: the structure, form, issue, degree, and rationale of involvement to study if the Chinese authoritative and hierarchical organizational culture influences the employee involvement. This research bases on the expectancy theory to divide employee involvement into two parts: perception and expectation. We not only discuss if the authoritative culture will influence the perception of employee involvement, but also investigate if the difference of employee involvement be a mediator between authoritative value and employee effectiveness. This data was collected from 490 subjects, sampled from 5 private companies: two foreign-funded and three domestic in northern Taiwan. The questionnaires were designed to collect data based on three scales: authoritative value, employee involvement, and employee effectiveness. The results reveal that the difference of employee involvement has negative impact on the satisfaction of job, the satisfaction of management, the satisfaction of involvement, the attendance of meeting, the commitment of identification, the commitment of job security, and the commitment of responsibility. In other words, the larger the difference between perception and expectation of employee involvement, the lower the employee effectiveness and motivation. On the other hand, the organization with authoritative culture has positive impact to the difference of employee involvement: if the organizational power is more authoritative, the larger the difference of employee involvement will be. If we investigate the impact to employee involvement by authoritative value further, we find the authoritative value influence the perception of employee involvement. However, if we study the impact to employee effectiveness by authoritative value, we find the difference of employee involvement mediates the employee effectiveness. Finally, we discuss how the result of this research on authoritative value and employee involvement can be applied to employment management.
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Wilkinson, Adrian, T. Dundon, and C. Irena Grugulis. "Information but not consultation: Exploring employee involvement in SMEs." 2007. http://hdl.handle.net/10454/1041.
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Most research on Employee Involvement (EI) has focused on large or 'mainstream' organizations. By adopting those schemes which 'appear' to work well in larger organizations, then smaller firms assume there will be enhanced employee commitment beyond formal contractual requirements. The main question in this paper is whether EI schemes designed by management will suffice under the 2004 Information and Consultation of Employees (ICE) Regulations. It focuses on SMEs which tend to favour informal and direct EI, and it remains unclear how these methods will be played out under the new regulatory environment. Evidence from four case studies is presented here and it suggests that the ICE Regulations impose new challenges for smaller firms given their tendency to provide information rather than consult with employees. It also appears organizational factors, workplace relations history and the way processes are implemented at enterprise level may be far more important than size itself.
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Hsu, Mei-Huei, and 許美惠. "Employer Brand Influence Research Based on Organizational Commitment, Job Involvement and Employee Turnover Intention." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/dn82sn.
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碩士國立中央大學
人力資源管理研究所在職專班
107
Owing to how enterprises response to the competition raised by today’s globalization and technology advancement, together with the influence of ever-changing organizational commitment and job involvement of Generation Y, it has become a crucial topic for HR workers on how to retain talent. This thesis aim to analyze how an Employer Brand influences the organizational commitment, job involvement and employee turnover intention. This study will first choose G Technology Ltd. (hereinafter referred to as G-Tech) as the research case, using survey questionnaire to conduct further research and discussion. To sum up, a positive correlation is seen between the Employer Brand, organizational commitment and job involvement in G-Tech, and the organizational commitment can be employed to reduce the employee turnover intention; nevertheless, it does not mean that job involvement has a direct impact on reducing the employee turnover intention. In other words, G-Tech’s turnover intention can only be reduced when a rooted organizational commitment is made through the employee loyalty and trust toward the Employer Brand; whereas sheer job involvement, having weak influence on employee loyalty, can be overtaken by the external competitive environment or internal monetary needs. As a result, it is important for the employer to treat the Employer Brand the same way they manage the enterpirse and product brand. Furthermore, in order to maintain both brand loyalty and employee loyalty, it is the employer’s responsibility to constantly study and invest resources to generate new value for both employees and customers.
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Lin, Hui Tzu, and 林慧姿. "Relationships between Employee Assistance Programs and Job Involvement." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/71062355136881163533.
Full textAbstract:
碩士大葉大學
人力資源暨公共關係學系碩士在職專班
94
Based on the result of “Human Resources Survey”, issued by the Institute of Occupational Safety & Healthy(IOSH) of Executive Yuan on September, 2005, 68.5 percents of interviewed participants revealed that they often or always have to face huge work pressure. The result also showed that people have to face increasing work pressure year after year. Moreover, the melancholia and suicide problems among labors have attracted increasing attention from the society. According to an Internet Survey result, which was conducted by 111 Job Bank on 2005, more than 50 percents employees considered themselves as “unhappy employee”. In fact, from now on our society should not neglect any employee problem. The task of improving occupational safety and healthy has also drew a lot worldwide attention and become an important issue on human resources study. The Employee Assistance Programs (EAPs) consists the concept and organization structure of industrial work and labor counseling. In EAPs, participated enterprises would provide planned activities to encourage employers or companies to establish a well-planed Employee Assistance Program, so as to create a win-win result and a healthy working environment for both the employee and employer. This research is conducted to survey the practice of EAPs in Taiwan’s domestic enterprises and analyze EAPs’ influence on employees’ job involvement. This research selected 1,000 human resources department managers from the survey of “ 2004 Taiwan Top 1000 Manufacturer”, issued by Common Wealth Magazine on 2005, as its survey participants. 1,000 copies of questionnaires were sent out and 167 effective questionnaires were collected. This research questionnaire is designed to study and analyze EAPs from four different factors, which are work, life, health and system model. The research findings are as following: First, married and elder male or man of higher position in one company has higher job involvement. Second, enterprise characteristic is not related to employee’s job involvement. Third, the capital, nationality, history and revenue of one company play key roles in the company’s EAPs practice plan. Fourth, EAPs would help employees to increase their job involvement and help the company to predict the result of a new work project.
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Abu, El-Ella Nagwan. "Employee involvement in open innovation: The role of new technologies, external employees and trust issues." Doctoral thesis, 2014. https://slub.qucosa.de/id/qucosa%3A7327.
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This dissertation consists of three independent studies - two empirical studies and one literature review - that examine different issues regarding the involvement of employees in innovation within the growing open innovation environment. In particular, I focus on the different facets and vital enablers that influence involving the general workforce in innovation, among which trust plays a critical role for their active involvement and their decision to contribute to innovation. In the first study, the focus is on a powerful set of enablers of high involvement innovation, namely; the new corporate web technologies, and their role in accelerating a wider base of collective innovation. The second study then examines the involvement of a very specialized category of the workforce in innovation which is the highly qualified external workforce. Those employees represent a rich yet underexplored resource of employee innovation. Finally, in the third study, I focus on exploring the different roles played by innovation intermediaries and argue that intermediaries could take a more active role in open innovation, through proposing the ‘trust incubator’ role. New insights coming from this thesis advance the current discussion of actively and effectively involving employees in innovation, as well as uncover important and current related issues and allow us to draw conclusions that are useful for both research and practice.:Introduction
I Accelerating high involvement: The role of new technologies in enabling employee participation in innovation
II Exploring the involvement of highly qualified external employees in innovation – an organizational perspective
1 INTRODUCTION
2 THEORETICAL BACKGROUND
2.1 The flexible external workforce
2.2 Employee involvement in innovation
2.3 The involvement of HQEE in innovation
3 RESEARCH METHODOLOGY
4 EMPIRICAL FINDINGS
5 CONCLUSION
III Rethinking the role of trust in open innovation
1 INTRODUCTION
2 AN OVERVIEW OF TRUST
3 CONTEXTS OF TRUST IN OPEN INNOVATION
3.1 Supply chain development
3.2 Innovation clusters
3.3 Employee involvement in innovation
4 TRUST IN OPEN INNOVATION
4.1 Open innovation: The shift from knowledge creation to knowledge sharing
4.2 Open innovation opportunities & emerging trust challenges
5 TRUSTED INTERMEDIARIES IN HIGHLY INNOVATIVE CINTEXTS
5.1 Intermediaries – from brokers to trust incubators
5.2 Trusted intermediaries in the literature
6 CONCLUSION AND DIRECTION FOR FUTURE RESEARCH
Further research in the innovation management field
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Liu, Mei-Lien, and 劉美蓮. "The Relation Study Between the Employer''s Delegation Degree and Employee''s Job Involvement Degree." Thesis, 1998. http://ndltd.ncl.edu.tw/handle/33928549829451582421.
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碩士中國文化大學
國際企業管理研究所
86
The main puropse of the study is to find out the relationship betw4een the employer''s delegation degree and the employee''s job involvement degree.Besides, the work pressure is the interfere variable. Then try to findout the relationship among them. after discussing the related theories,the study adopts the (1)delegation degree measuring instrument, (2)job involvement degree measuring instrument, and (3) work pressure measuring instrument, to experiment the hypothesis of the sutdy. The surdy adopts the questionnaire investigation method. The sample of the study is the employee who works for the business corporations. The data is analysis by some statistic such as frequency distributions, simple correlated analysis, canonical correlationand cluster anslysis. The findings of the study are:1.The relationship betweendelegation and job involvement is positive. 2.High degree of work pressuredoesn''t effect the relationship between delegation and job involvement.3Middle degree and low degree of job pressure does effect the relationshipbetween delegation and job involvement.
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Jean-Shin-Yaw and 簡新曜. "A Study Of The Relationships Among Employee Involvement, Employee Attitudes And Employee Performance Implementation At Taiwan High-Technology Industries." Thesis, 2000. http://ndltd.ncl.edu.tw/handle/61281186474801363642.
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碩士逢甲大學
企業管理學系
88
The primary purpose of this present research was to investigate the relationship between employee attitudes and employee performance implementation at high-technology industry corporations in Taiwan. In addition, the secondary purpose of this present study was to investigate the effects of employee involvement on employee attitudes to employee performance. In this study, job satisfaction, job stress, organizational commitment and job involvement were perceived as independent variables, and the following two variables communication, teamwork were perceived as moderating variables to purify the true relationships between employee attitudes and employee performance. Data was collected by the self-administered structured questionnaires to survey the different opinions and different points of view. On the other hand, employees who belong to different kinds of team answered the structured questions about the employee attitudes, employee involvement and employee performance. Two hundred and fourteen valid samples from twenty three private high-technology industry corporations, four hundred matched samples were included in Taiwan were analyzed to test research hypotheses. This study used analysis of Descriptive Statistics, Analysis of Pearson Correlation, Factor Analysis, Analysis of Multiple Regressions. The research results indicated that: there were significant positive effects among job satisfaction, job stress, organizational affective commitment, organizational normative commitment, job involvement and performance. In other words, the higher degree of job satisfaction, short-term job stress, organizational affective commitment, organizational normative commitment and job involvement, the higher degree of employee performance to their teamwork. This present study result also indicated that the higher degree of employee involvement has significant positive, reinforced effects among job satisfaction, job stress, organizational affective commitment, continuance commitment, job involvement and employee performance. On the other hand, the study result indicated that the lower degree of employee involvement has no significant positive effects among independent variables, dependent variables and moderating variables. Finally, according to the conceptual framework and research finding, the author also provided some meanings, suggestions in the theories, empirical studies, practices, research limitation and the directions of future research. Keyword: employee involvement, employee attitudes, employee performance, teamwork, communication, job satisfaction, job stress, job involvement and organizational commitment.
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Su, Kuang-Tsan, and 蘇光燦. "Relationship between Employee Involvement and Performance on Lean Production." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/71628173894193955008.
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碩士國立中山大學
企業管理學系研究所
104
Lean production is a systematic mode of production from Toyota production system (TPS) and has been implemented in the industry for a long time. The core of lean production is to reduce waste in production, it creating the highest value with the least process. Lean production is not just a tool for performance improvement but a complete set of business management thinking for business to pursue with minimum input to create the most value for customers. The core of this study aims to discuss the influence on the performance of lean production and how to reduce cost, speed up delivery and enhance high quality with the implementation of lean production. This study is based on Lean production model of Marin-Garcia & Bonavia (2013) and Shan & Ward(2007) added the factor of management maturity for understanding how empowerment, training, communication, contingent remuneration and management maturity cause the different influence on the performance of lean production. Data obtained from internet and 158 questionnaires were collected totally, which included 3 invalid questionnaires, and the effective rate is 98.1%. Our results show：1. Lean production has significant positive impacts on performance. 2. Empowerment and training have significant positive impacts on lean production. According to the conclusion of this research, we propose two suggestions to relative organizations as a reference. 1. Strengthening the concept of lean production and extend to all levels of the organization. 2. Accentuation training and empowerment to enhance employee’s centripetal force and corporate performance.
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Roetz, Etienne. "Deelnemende bestuur : 'n dinamiese benadering vir veranderde omstandighede." Thesis, 2014. http://hdl.handle.net/10210/9337.
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M.Phil. (Business Management)This dissertation is a theoretical study of participatory management. According to research, companies tend to neglect the employees as one of their most valuable assets in favour of the more efficient use of raw materials and capital assets. The primary goal of the study was to show that by the effective implementation of a participatory management program, it will lead to certain advantages for both the management and the employees. The first section of the study focuses on the formulation of a definition for the term "participatory management". The -connection between motivation and leadership with participatory management are shown and identified. In the following section of the dissertation the different types of application of participatory management are discussed and practical examples are shown. A practical, yet simple model of participatory management are shown and discussed in detail. The third section of the study refers to the successful implementation of a participatory management program. The barriers in the way of successful implementation and the prerequisites that both the management and the employees have to comply to, to ensure a successful implementation of a participatory management program, are discussed in detail. The resulting advantages of a successful program for both the management and the employees are shown. In the final chapter certain conclusions based on the theoretical study of participatory management are made. One of the most important conclusions is that the success of a participatory management program depends on the support from management.
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Chen, Catherine, and 陳敏慧. "A Study on Orange Happiness, Job Involvement, and Employee Loyalty." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/70348098133042451127.
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碩士國立臺北大學
企業管理學系
102
This is an empirical research targeting employees in international and Taiwanese companies and setting a 1:1 quota in both company type and gender. All the questionnaires are distributed and replied in hardcopy, except those who are in remote areas and reply in dedicated email version. In total, 351 valid samples are collected which strive to construct a study on Orange Happiness that is more possible to make generalization. By scoping the working environment as the context, this research manages to analyze the relationship between Orange Happiness, Employee Loyalty and Job Involvement. Furthermore, Job Involvement is considered as a moderator for this research to conduct Average Variance Extracted (AVE), Correlation, and Hierarchical Regression. The hypotheses are examined to show (A) Orange Happiness and Employee Loyalty have partially positive corelation with statistical significance, (B) Job Involvement has significant and positive corelation with Employee Loyalty, and (C) Job Involvement has partially tuned the relationship between Orange Happiness and Employee Loyalty with statistical significance. While Happiness has been studied across borders, this is the first study to market Happiness with color. Like green is often associated with eco-friendliness or energy saving, Happiness can be promoted more effectively by government and companies when brochures and activities are colored orange.
46
Nxumalo, Patricia Busisiwe. "An investigation into whether employee involvement can be used as a tool and a path towards raising levels of engagement within actively disengaged employees at Ngwane Mills." Thesis, 2010. http://hdl.handle.net/10500/3976.
Full textAbstract:
Research report presented to the Unisa School of Business LeadershipThe purpose of the research is an investigation into how employee involvement can be used as a tool towards raising levels of engagement within actively disengaged employees at Ngwane Mills.
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LIN, TZU-YU, and 林子郁. "The Relationships among Positive Emotions, Employee Engagement, and Job Involvement─A Study of the Transnational Corporation Employees." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/6qcs4u.
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碩士大葉大學
國際企業管理學系碩士班
103
The purpose of this study is to investigate whether employee engagement has mediating effect to positive emotions and job involvemen for the employees of national fastfood industry . Through quantitative research methods, questionnaire survey method for empirical analysis. 350 copies of questionnaires were distributed and 308 valid questionnaires, the effective rate of 88%. We analyzed the data by using hierarchical regression analysis. We conclude 4 major results of this study as follows ： (1) Positive emotions is significant positively related to job involvement. (2) Positive emotions is significant positively related to employee engagement. (3) Employee engagement is significant positively related to job involvement. (4) Employee engagement has intermediary effect to positive emotions and job involvement. Discussion and suggestions for future research are provided. We hope that the findings will be valued for human resource managers.
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Wu, Mei-Hui, and 巫玫慧. "The Study of Relationship among Employee Educational Training Tourism, Job Involvement, Organizational Identification and Employees’ Self-enhancement." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/31414257319975821333.
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博士中國文化大學
國際企業管理學系
103
The main research questions of this study it about that organizations usually provide travel-style education and training, by the shift to training, concluded the publication of the general assembly incentive travel and teaching sales for their selling techniques, sometimes through the visit or sightseeing to improve the employee’s knowledge, the more even asked a travel agency business or professional training institutions, for the establishment, organizational culture, team concept, specially designed curriculum. For employees, education and training employees how to influence the behavior of their self-improvement, and can travel through education and training to increase the extent of self-improvement. In this study, survey data is taken to questionnaires, research questionnaire scale revisions from the previous study, a total recovery of 450 respondents, removing invalid questionnaires were not filled out, a total of 328 valid questionnaires, and the recovery rate was 72.89%. The study found that educational training tourism will significantly enhance employee willingness for self-improvement; employee’s job investment, organizational identity for educational training tourism and employee’s self-improvement has intermediary effect relationship. Educational training tourism to enhance the relationship between the self with the interference effect.
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Wen, Shin-Mei, and 溫欣玫. "The Study on the influences in employee job involvement from employee care -P Company as the example." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/94sdx8.
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碩士元智大學
管理碩士在職專班
104
Employee Care program lets employees are willing to have communication with supervisor, which can make more job involvement and improve the working performance. This research is aimed at studying the influence and effect with employee about the P company’s Employee care program. According to the summary after analyzing the results of interviews and combining it with the theory to find out how to adjust the current staff interviews program. It can be a case study to the P company or other business-related to develop employee care program. The study used the in-depth interview as research method. Those interviews are distinguished from the seniority and the job functions. Also, we separate an indirect unit and direct unit employees; each unit selects 10 person, total 20 people. We use the in-depth interview to comprehend the respondents' main feeling and work engagement in the P company based on three kinds of care policies. Based on the interviews, conclusions are summarized as follows 1. The employees advocate of the executives interviewing staff since the employees feel valued and cared sense by executive interviewing. It can increase solidarity and work engagement. 2. Good communication will promote the relationships with the supervisors and creates the trust, which will much easier to reach a consensus, willing to provide new proposals and ideas, and work harder to achieve good performance. 3. The most important thing to staff is expressing their inner ideas and communicable channels. They are willing to communicate with the personnel unit, and consider that’s a good way to conduit to express emotions, which help employees immerse in their work peacefully.
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Peng, Yu-Fen, and 彭郁芬. "The effect of Organizational Political Behavior On Employee''s Job Involvement." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/16159574271742666778.
Full textAbstract:
碩士國立中山大學
人力資源管理研究所
90
The Effect Of Organizational Political Behavior On Employee''s Job Involvement Summary The Study explores how Perceived Organizational Political Behavior (POPB) affect employee''s Job Involvement (JI). Chang Chan Lin''s (2002) Organizational Political Behavior Scale is tested. Through factor analysis, there are seven dimensions of POPB: Attacking Others, Power-Earning, Peaceful and Reasonable Behavior, Actively Expressing Opinions, Using Job Authority, and Using Expert Authority. In JI scale, Kanugo''s (1982) ten-item scale is tested. First, examine the relationship between the seven-dimension POPB and JI via Person Correlation. Second, knowing how POPB affect JI via multiple regression. Third, there are four cluster of POPB via cluster analysis, such as: Perceived Gaining Power and Preventing from Responsibility, Perceived Job-Authority Oriented, Perceived Passive Political Behavior, and Perceived Interpersonal Oriented. Finally, analyze how POPB affect JI via multiple regression in each cluster. The result shows that POPB of Peaceful and Reasonable Behavior, Actively Expressing Opinions, and Using Expert Authority have positive effects on JI. Besides, different POPB can positively induce JI in different cluster: In Perceived Gaining Power and Preventing from Responsibility, Peaceful and Reasonable Behavior has mainly positive effect on JI. In Perceived Job-Authority Oriented, Using Expert Authority has mainly positive effect on JI. In Perceived Passive Political Behavior, Actively Expressing Opinions has mainly effect on JI. In Perceived Interpersonal Oriented, Using Expert Authority has mainly positive effect on JI.