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Journal articles on the topic 'Employee involvement'

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Published: 4 June 2021
Last updated: 20 February 2023

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1

TAUSKY, CURT, and ANTHONY F. CHELTE. "Employee Involvement." Work and Occupations 18, no. 3 (August 1991): 334–42. http://dx.doi.org/10.1177/0730888491018003005.

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2

McConnell, Charles R. "Employee Involvement." Health Care Manager 16, no. 3 (March 1998): 69. http://dx.doi.org/10.1097/00126450-199803000-00011.

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3

Sharma, Heena, and Venkateswaran Dr. C. "“MANAGING CHANGE THROUGH FOSTERING EMPLOYEE INVOLVEMENT”." International Journal of Psychosocial Rehabilitation 24, no. 04 (February 28, 2020): 2910–20. http://dx.doi.org/10.37200/ijpr/v24i4/pr201401.

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4

Ganesh, Anjali. "Employee Engagement-A Means to Employee Involvement." IIMS Journal of Management Science 7, no. 2 (2016): 165. http://dx.doi.org/10.5958/0976-173x.2016.00015.4.

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5

Marchington, Mick, and Philip Parker. "Employee Involvement in Practice." Management Research News 11, no. 1/2 (January 1988): 19. http://dx.doi.org/10.1108/eb027936.

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6

Austin, Sarah, and Gillian Shapiro. "Equality-Driven Employee Involvement." Journal of General Management 21, no. 4 (June 1996): 62–77. http://dx.doi.org/10.1177/030630709602100405.

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7

Staniec, Iwona, and Magdalena Kalińska-Kula. "Internal employer branding as a way to improve employee engagement." Problems and Perspectives in Management 19, no. 3 (July 27, 2021): 33–45. http://dx.doi.org/10.21511/ppm.19(3).2021.04.

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In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.
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Pratiwi, Elok Cahyaning, Trijadi Herdajanto, Fajar Budiyanto, Zenita Afifah Fitriyani, Ulfa Rahmawati, and Elia Sjachriatin. "The Role of Knowledge Sharing, Job Involment and Individual Innovation Capability on Employee Performance at PT. Bhirowo Jaya Mojokerto." IJEBD (International Journal of Entrepreneurship and Business Development) 6, no. 1 (January 31, 2023): 93–101. http://dx.doi.org/10.29138/ijebd.v6i1.2155.

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Purpose: The aim of this study was to examine how individual innovation capability, job involvement, and knowledge sharing affect employee performance. Design/methodology/approach: A questionnaire with 65 employees of PT. Birowo Jaya as respondents provided the primary data for this investigation. Purposive sampling was the method of sampling employed in this investigation. Using route analysis, validate this research. Findings: The study's findings indicate that: (1) knowledge sharing positively impacts employee performance; (2) individual innovation capability positively impacts employee performance; (3) job involvement positively impacts employee performance; and (4) knowledge sharing, individual innovation capability, and job involvement positively impact employee performance simultaneously. Paper type: Research paper
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9

Charles J., Mambula I., Felix Francis, and Clifford Tizhe Oaya Zirra. "Effect of Employee Involvement in Decision Making and Organization Productivity." Archives of Business Research 9, no. 3 (March 11, 2021): 28–34. http://dx.doi.org/10.14738/abr.93.9848.

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The study is to examine the relationship between involvements in decision making and organization productivity. Employee involvement decision making (EIDM) is the extent in which employers allow its employees to involve in organizational decision making. The study was designed to investigate Deposit Money Bank in Yola (Access Bank). The focus of the study was to find out how involvements in decision making were handled in the organization. The simple and purposive sampling techniques were used to obtain a sample of 50 respondents for study, the questionnaire consisting of 20 questions on the various employee involvements in decision making in an organization and the data collected were analysed using tables and percentages. Finding from the study indicated that employee involvement in decision making is an effective tool to enhance productivity. The research revealed that allowing all employees to involve in decision making is the best and help increases commitment of workers as well as promoting creativity and innovation in the organization. The paper recommended that employees should be involved in decision making of an organization because it makes the workers feel part as owner of the organization; the relationship between managers and employee should be encouraged to enhance consultation and free flow of information in an organization.
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10

Mendonca, Paulino, I. Gede Riana, and Augusto da Conceição Soares. "The Role of Employee Engagement Mediates the Relationship of the Work Environment, Teamwork on Employee Performance." ABM : International Journal of Administration, Business and Management 2, no. 2 (December 7, 2020): 126–48. http://dx.doi.org/10.31967/abm.v2i2.395.

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Paulino Mendonca, Master Program in Management Sciences, Magister Program Institute of Business IOB. The Role of Employee Engagement Influence Work Enviroment, Teamwork on Employee Performance. Commission of Supervisor I: Dr. I Gede Riana, SE., MM, Commission of Supervisor II: Dr. Augusto Da C. Soares, SE., MM. This study aims to analysis (1) influence of the work environment on employee performance, (2) influence of the work environment on employee involvement, (3) influence of teamwork on employee performance, (4) influence of teamwork on employee involvement, (5) the effect of employee involvement on employees performance, (6) the role of employee involvement mediates the working environment relationship on employee performance, (7) the role of employee involvement mediates teamwork relationship to employee performance. The population in this study was 680 of all MAP employees at the Dili, the sample using the slovin formula so as to get 156. Data were analyzed using the Smart-PLS The research findings the work environment, teamwork, influence positive not significantly to employee performance. This research shows that work environment, teamwork is not able to improve employee performance. The effect of work involvement on employee performance found that involvement had a positive significant effect on employee performance. The role of employee involvement mediates the working environment relationship, teamwork is full mediation. Keywords: Work Environment, Teamwork, Employee Engagement, Employee Performance.
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11

Amah, Edwinah, and Augustine Ahiauzu. "Employee involvement and organizational effectiveness." Journal of Management Development 32, no. 7 (July 12, 2013): 661–74. http://dx.doi.org/10.1108/jmd-09-2010-0064.

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12

Marchington, Mick, John Goodman, Adrian Wilkinson, and Peter Ackers. "NEW DEVELOPMENTS IN EMPLOYEE INVOLVEMENT." Management Research News 14, no. 1/2 (January 1991): 34–37. http://dx.doi.org/10.1108/eb028117.

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13

Torka, Nicole, Marianne van Woerkom, and Jan-Kees Looise. "Direct Employee Involvement Quality (DEIQ)." Creativity and Innovation Management 17, no. 2 (June 2008): 147–54. http://dx.doi.org/10.1111/j.1467-8691.2008.00474.x.

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14

Sun, Hongyi, Ip Kee Hui, Agnes Y. K. Tam, and Jan Frick. "Employee involvement and quality management." TQM Magazine 12, no. 5 (October 2000): 350–54. http://dx.doi.org/10.1108/09544780010341969.

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15

Corbett, Lawrence M., and Norma J. Harrison. "Manufacturing Performance and Employee Involvement." International Studies of Management & Organization 22, no. 4 (December 1992): 21–32. http://dx.doi.org/10.1080/00208825.1992.11656589.

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16

Crauise O′Brien, Rita. "Employee involvement in performance improvement." Employee Relations 17, no. 3 (May 1995): 110–20. http://dx.doi.org/10.1108/01425459510145752.

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17

Mohrman, Susan Albers, Edward E. Lawler, and Allan M. Mohrman. "Applying Employee Involvement in Schools." Educational Evaluation and Policy Analysis 14, no. 4 (December 1992): 347–60. http://dx.doi.org/10.3102/01623737014004347.

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This article explores the applicability of employee-involvement approaches to the management of schools. Three approaches are described for organizations in general and then applied to schools in particular. We conclude with a discussion of the design issues facing schools if they were to consider a comprehensive employee-involvement strategy as a means to improve their performance.
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18

SUMUKADAS, NARENDAR, and RAJEEV SAWHNEY. "Workforce agility through employee involvement." IIE Transactions 36, no. 10 (October 2004): 1011–21. http://dx.doi.org/10.1080/07408170490500997.

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19

Friis, Ole, and Christian Koch. "Strategy innovation with employee involvement." International Journal of Globalisation and Small Business 7, no. 2 (2015): 125. http://dx.doi.org/10.1504/ijgsb.2015.071182.

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20

Croucher, Richard. "Employee involvement in Ukrainian companies." International Journal of Human Resource Management 21, no. 14 (November 2010): 2659–76. http://dx.doi.org/10.1080/09585192.2010.523582.

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21

Coye, Ray, and James Belohlav. "Employee involvement in American corporations." Employee Responsibilities and Rights Journal 4, no. 3 (September 1991): 231–41. http://dx.doi.org/10.1007/bf01384898.

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22

Trewhitt, Lisa. "Employee buyouts and employee involvement: a case study investigation of employee attitudes." Industrial Relations Journal 31, no. 5 (December 2000): 437–53. http://dx.doi.org/10.1111/1468-2338.00175.

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23

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 on a five-point Likert scale. Data was analysed using SPSS and presented in descriptive form. The main findings indicate that employees’ involvement in the process was limited to provision of adequate information. It was also revealed that generally, the change had a positive impact on employees’ job satisfaction. Finally, employee attitudes after the change were found to be positive. Interestingly, respondents disagreed with the issue of high level of trust after the change process. In view of the findings, it is recommended that management should encourage employees’ maximum participation in the process through adequate representation on change management committees. Key words: attitude, change management, employee involvement, job satisfaction, organizational change.
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24

Jonah, Charles Tambari. "Organizational Learning Culture and Employee Work Attitude in Deposit Money Banks in Rivers State." Journal of Strategic Management 7, no. 3 (November 24, 2022): 11–23. http://dx.doi.org/10.47672/jsm.1288.

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Purpose: This study examined organizational learning culture and employee work attitude in deposit money banks in Rivers State. Methodology: A systematic review of extant literature on variables such as proactivity, commitment to cultural diversity, job satisfaction and employee involvement were done. The study adopted the correlational research design. A population of six hundred and seventy-eight (678) employees of deposit money banks in Rivers State was obtained. The Spearman test statistics was employed in examining the four formulated hypotheses. A structured questionnaire was adopted as the research instrument. The hypotheses were tested using the Spearman’s Rank Order Correlation Coefficient. The tests were carried out at a 0.05 significance level. Findings: The study revealed that proactivity influences employee involvement and job satisfaction. Further, the study showed that commitment to cultural diversity influences employee involvement and job satisfaction respectively. Based on the findings, the study concluded that organizational learning culture influences positive employee work attitude in the understudied deposit money banks in Rivers State. Recommendation: Following the findings and conclusion, the study recommended that deposit money banks should enhance the proactivity levels of the employees through practices such as workshops, trainings, deference to expertise and tolerance to risk taking. This helps in encouraging positive work attitudes such as employee involvement and job satisfaction. Commitment to cultural diversity (through, work socialization, effective communication, inclusion, openness, and fairness) is a strategy to attain desired positive work attitudes such as employee involvement and job satisfaction.
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25

Shin, DuckJung, Alaine Garmendia, Muhammad Ali, Alison M. Konrad, and Damian Madinabeitia-Olabarria. "HRM systems and employee affective commitment: the role of employee gender." Gender in Management: An International Journal 35, no. 2 (April 1, 2020): 189–210. http://dx.doi.org/10.1108/gm-04-2019-0053.

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Purpose Despite decades of studies on high-involvement human resource management (HRM) systems, questions remain of whether high-involvement HRM systems can increase the commitment of women. This study aims to contribute to the growing body of research on the cross-level effect of HRM systems and practices on employee affective commitment by considering the moderating role of gender. Design/methodology/approach Integrating social exchange theory with gender role theory, this paper proposes that gender responses to HRM practices can be different. The hypotheses were tested using data from 104 small- and medium-sized retail enterprises and 6,320 employees from Spain. Findings The findings generally support the study’s hypotheses, with women’s affective commitment responding more strongly and positively to employees’ aggregated perceptions of a shop-level high-involvement HRM system. The findings imply that a high-involvement HRM system can promote the affective commitment of women. Originality/value This study investigates the impact of both an overall HRM system and function-specific HRM sub-systems (e.g. training, information, participation and autonomy). By showing that women can be more positively affected by high-involvement HRM systems, this paper suggests that high-involvement HRM systems can be used to encourage the involvement and participation of women.
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Nurfalah, Dade, Esmi Tsalsa Sofiawati, Lidya Natalia Sartono, Moh Supendi, and Dwi Narsih. "THE SIGNIFICANCE OF JOB INVOLVEMENT, ANDEMPLOYEE ENGAGEMENT IN INCREASING ORGANIZATIONAL EFFECTIVENESS." International Journal of Advanced Research 9, no. 11 (November 30, 2021): 164–74. http://dx.doi.org/10.21474/ijar01/13724.

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Employee job involvement is critical in an organization, especially when it comes to increasing organizational effectiveness and improving organizational performance. Similarly, employee engagement involves a sense of emotional involvement from within the employee, which ultimately increases the organizations effectiveness. The objective of the research is to obtain information about the influence of job involvement and employee engagement on organizational effectiveness. In this study, the researcher attempt to study how this job involvement influences organizational effectiveness, how employee engagement influences organizational effectiveness, and how this job Involvement has indirect influence is mediated by employee engagement. The research was conducted on all employees of the Human Resource Development Agency of Indonesias Tourism Ministry of Indonesia by using a survey method with path analysis applied in testing the hypothesis. The number 86 employees as the sample was selected by using the Slovin formula. From the results structural equation modeling the researcher finds a significant influence of job involvement on organizational effectiveness, and significant influence of employee engagement on organizational effectiveness, and also the indirect influence of job Involvement on organizational effectiveness mediated by employee engagement of the employee of Human Resource Development Agency of Indonesias Tourism Ministry of Indonesia.
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Johar, Elaina Rose, Norzanah Mat Nor, Roshidi Hassan, and Rusnifaezah Musa. "Examining the Effect of Motivation on the Influence of Human Resource Practices and Normative Commitment Among SMEs in Selangor." Asia-Pacific Management Accounting Journal 14, no. 1 (April 30, 2019): 179–200. http://dx.doi.org/10.24191/apmaj.v14i1-09.

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Human resources are vital to the success or failure of the organization. However, there exist challenges in maintaining these human resources although human resource practices are deliberated as an important factor to improve employees’ commitment to the organization. Hence, this study aimed to investigate the nature of relationship that exists between human resource practices and normative commitment with motivation as the mediator. Employed a quantitative research approach, 64 SME employees in Selangor were surveyed. It was found that all human resource practices have positive effect on normative commitment with compensation, training and employee involvement-decision being significant. This study also revealed that motivation has a mediating effect for the relationship of training and both employee involvement with normative commitment. Thus, it can be concluded that both training and employee involvement create sense of loyalty and obligation to stay when employees are motivated. Keywords: human resource practices, motivation and normative commitment
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Hashmi, Shumaila, and Ritesh pathak. "ASSESSING THE IMPACT OF EMPLOYEE ENGAGEMENT, EXPERIENCE AND SATISFACTION ON ORGANISATIONAL PERFORMANCE." International Journal of Social Sciences & Economic Environment 5, no. 1 (June 30, 2020): 01–10. http://dx.doi.org/10.53882/ijssee.2020.0501001.

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We hope to discover how employee engagement, employee satisfaction, and overall organisational performance are related to each other in this study. This study employed a descriptive research design. In order to test a hypothesis, a questionnaire and convenience sampling approach were used. Using SPSS 22, exploratory factor analysis was performed on a sample of 180 employees from various private banking organisations in Delhi-NCR. The study's findings based on regression analysis, show that improving the performance of Delhi-private NCR's banking firms has been mostly attributed to a rise in staff involvement, satisfaction, and experience. Effective use has been made of the concepts of employee involvement, experience, and satisfaction to raise company performance. Keywords: Private banking, Regression, employee satisfaction, Employee engagement, employee experience
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Zakharova, D. S. "TWO-WAY ENGAGEMENT BETWEEN EMPLOYEE AND EMPLOYER IN CORPORATE ACTIVITIES." Juvenis Scientia, no. 4 (2019): 21–26. http://dx.doi.org/10.32415/jscientia.2019.04.05.

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The article examines the problem of motivation at the stage of corporate training and advanced training for the development of two-way engagement between employee and employer. The author points out that involvement required from two sides: on behalf of the employee to become more successful, to obtain a result that is objectively measured criteria - the level of wages or the receipt of financial incentives. Involvement on behalf of employer is searching of specific methods and tools, which together will lead to effective motivation of the employee. As the successful operation of such models in the field of material employees' remuneration the article considers foreign experience. Objective criterion - the comparison of wages of foreign countries and Russia allows to make a conclusion that Russia occupies a low position on the level of wages and material incentives is rarely used and is not flexible. In practice, the employer focused on the minimum wage, leaving the incentive part of the wages at their discretion. Thus, developing mechanisms using a model material incentives, the employer motivates employees and potential who have trained for involvement in the work and labour efficiency.
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30

Treuren, Gerrit J. M., and Erich C. Fein. "Off-the-job embeddedness moderates work intensity on employee stress." Evidence-based HRM: a Global Forum for Empirical Scholarship 10, no. 1 (October 22, 2021): 103–18. http://dx.doi.org/10.1108/ebhrm-01-2021-0015.

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PurposeWork intensity causes employee stress. This paper demonstrates that off-the-job embeddedness (OffJE), a potential source of social support resources, buffers the negative effect of work intensity on employee stress.Design/methodology/approachGuided by conservation of resources (COR) and job embeddedness theory (JET), this paper reports on the moderated regression analysis of the survey responses of 385 adult employees from a variety of industries in Queensland, Australia, using a student-recruited sampling strategy.FindingsHigher levels of work intensity were found to be associated with higher levels of employee stress. However, this effect was weaker for employees who had higher OffJE. In this sample, work intensity has no relationship with stress for employees who report OffJE beyond the 70th percentile.Originality/valueThis paper demonstrates the positive role of outside workplace relationships embodied in OffJE on workplace employee experience, justifies employer work-life balance initiatives and community involvement, demonstrates the potential positive return for employer involvement in helping employees manage the experience of work intensity and contributes to the social support, COR and job embeddedness literature studies.
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31

Eidenmüller, Horst, Lars Hornuf, and Markus Reps. "Contracting Employee Involvement: An Analysis of Bargaining Over Employee Involvement Rules for a Societas Europaea." Journal of Corporate Law Studies 12, no. 2 (October 2012): 201–35. http://dx.doi.org/10.5235/jcls.12.2.201.

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32

Lin, Li, John Baur, John Joseph Ivers, and Michael R. Buckley. "Employee-Employer Turnover Voluntariness Typology and Third-Party Involvement in Turnover." Academy of Management Proceedings 2017, no. 1 (August 2017): 10431. http://dx.doi.org/10.5465/ambpp.2017.10431abstract.

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33

Widyacahya, Fitri. "Pengaruh Pengawasan dan Kondisi Kerja terhadap Keterlibatan Kerja Karyawan Rumah Sakit Mata Undaan Surabaya." Jurnal Administrasi Kesehatan Indonesia 6, no. 1 (June 28, 2018): 21. http://dx.doi.org/10.20473/jaki.v6i1.2018.21-26.

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Prelimanary survey result showed the employee job involvement rate of Rumah Sakit Mata Undaan Surabaya reached 65,26%. It meant that employee job involvement rate was low (standard 80%) . Job involvement consist of three factors there are support from co-workers, employee participation in decision making, and the dependence of the tasks.The aim of this study was to analyze the influence supervision and working condition to employee job involvement. Observational analysis was used in this research with the cross sectional design. The data was obtained through questionnaire with simple random sampling involving 62 employees as the sample of the research. The obtained data were analyzed using logistic regression test univariate (α=0,05) to examine the influence of supervision and working condition toward the employee’s job involvement. The test result indicated that supervision significantly influenced employee job involvement at significance value was0,000201. Better supervison made better employee job involvement. On the other hand, working condition did not influence the employee job involvement (significance value was0,097), but crosstabulation result indicated that better working condition made better employee job involvement. It canbe concluded that supervision affects job involvement while working condition does not affect the job involvement. Keywords: job involvement, supervision, working condition
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Roest, Joti. "Corporate Mobility – The Involvement of Employees." European Company and Financial Law Review 16, no. 1-2 (May 8, 2019): 74–105. http://dx.doi.org/10.1515/ecfr-2019-0004.

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In April 2018, the European Commission presented a proposal for a Directive amending Directive 2017/1132 as regards cross-border conversions, mergers and divisions. This article discusses the proposed provisions to protect the interests of employees in a cross-border operation. Their position would be strengthened since employee representatives are granted information and consultation rights. As to the protection of existing board level employee representation rights, the Proposal follows the EU legal framework on the involvement of employees, consisting of a negotiation process between representatives of the employees and the management. As Standard Rules apply if no agreement can be reached, negotiations take place with the law as a sentinel. Practice has shown that this complicated legal framework is effective in protecting existing employee participation rights. The Proposal shows that in 2019, this carefully vetted political compromise leaves EU legislators little room to manoeuvre by simplifying the framework or strengthening the position of employees.
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Bosak, Janine, Jeremy Dawson, Patrick Flood, and Riccardo Peccei. "Employee involvement climate and climate strength." Journal of Organizational Effectiveness: People and Performance 4, no. 1 (March 13, 2017): 18–38. http://dx.doi.org/10.1108/joepp-10-2016-0060.

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Purpose Addressing the continuing productivity challenge, the purpose of this paper is to analyze data from the National Health Service on employee involvement (EI) in order to gain critical insights into how employees’ shared perception of EI in organizational decision making (i.e. EI climate) might address two persistent issues: how to enhance positive staff attitudes and improve organizational performance. In doing so, the authors respond to recent calls for more multilevel research and extend previous research on EI climate by attending to both EI climate level and EI climate strength. Design/methodology/approach Data from 4,702 employees nested in 33 UK hospitals were used to test the moderating role of EI climate strength in the cross-level EI climate level employee level-attitudes relationship and in the organizational-level EI climate-organizational effectiveness relationship. Findings The results of the multilevel analyses showed that EI climate level was positively associated with individual-level employee attitudes (i.e. job satisfaction, organizational commitment). Further the results of the hierarchical regression analysis and the ordinal logistic regression analysis showed that EI climate level was also related to organizational effectiveness (i.e. lower outpatient waiting times, higher performance quality). In addition, both analyses demonstrated the moderating role of EI climate strength, in that the positive impact of EI climate level on employee attitudes and organizational effectiveness was more marked in the presence of a strong climate compared to a weak EI climate. Practical implications By creating and maintaining a positive and strong climate for involvement, hospital managers can tackle the productivity challenge that UK hospitals and health care institutions more generally are currently facing while improving the attitudes of their employees who are critical in the transformative process and ultimately underpin the organizational success. Originality/value This is the first study which provides evidence that favorable and consistent collective recognition of EI opportunities by staff contributes to enhance both employee attitudes and hospital performance. Results highlight the role of EI climate strength and underscore its importance in future research and practice.
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Meirinhos, Galvão, António Cardoso, Rui Silva, Reiville Rêgo, and Márcio Oliveira. "Employee Involvement and Commitment in Internal Communication." Social Sciences 11, no. 9 (September 16, 2022): 423. http://dx.doi.org/10.3390/socsci11090423.

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This research project aims to analyze the importance of internal communication in organizations in Benguela (Angola) and to determine its impact on employee engagement and commitment to the organization. To this end, an exploratory study was conducted using a quantitative methodology. In this scope, a questionnaire was applied to 250 employees of the organizations, seeking to evaluate employees as internal consumers; internal communication in terms of tools, means and communicative effectiveness, as well as internal communication management and employee satisfaction. The results demonstrate the need for internal communication to engage and commit the company’s employees, where organizations are increasingly concerned with the management of their human resources.
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Wahyuli, Dedek, Hamdi Harmen, and Halimatussakdiah. "The Effect of Career Development and Employee Involvement on Employee Performance through Job Satisfaction as a Mediation Variable at the Aceh Population Registration Office." International Journal of Scientific and Management Research 05, no. 10 (2022): 99–110. http://dx.doi.org/10.37502/ijsmr.2022.51008.

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This study aims to examine the career development and employee involvement contribution to employee performance through job satisfaction at the Aceh Population Registration Office. The population is Aceh Population Registration Office employees with a total of 81 people. The number of respondents was determined by the census method where the entire population members were the respondents in this study. Data were collected by distributing questionnaires. Data were analyzed using SEM-AMOS. The results reveal that in Aceh Population Registration Office the career development, employee involvement, satisfaction, and the employee performance are good, career development affects satisfaction, involvement affects satisfaction, career development affects the Office's employee performance, employee involvement affects the Office's employee performance, satisfaction affects the Office's employee performance, career development affects the Office's employee performance through satisfaction, and involvement affects the Office’s employee performance through Satisfaction. The findings also explain satisfaction as a partial mediator in the model. The result explains the employee performance improvement model of the Aceh Population Registration Office is a function of increasing satisfaction based on career development and employee involvement.
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Krommuang, Apiwat, and Opal Suwunnamek. "STRUCTURAL EQUATION MODELING OF SUPPLY CHAIN MANAGEMENT, EMPLOYEE INVOLVEMENT, AND EMPLOYEE WORK PERFORMANCE IN THAILAND'S AUTO PARTS INDUSTRY." Acta logistica 8, no. 4 (December 31, 2021): 353–67. http://dx.doi.org/10.22306/al.v8i4.238.

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The objective of this research was to analyse the structural equation modelling (SEM) of supply chain management, employee involvement, and employee work performance in Thailand's auto parts industry. The sample group included 383 employees operating in the aforementioned industry using SEM processing by the AMOS program as the tool. From the research, the latent variable of supply chain management had a direct positive influence on the latency of employee involvement and employee work performance with statistical significance. Simultaneously, the latency of employee involvement had no direct positive influence on the latency of employee work performance. Therefore, the latency of supply chain management did not indirectly influence the latency of employee work performance through the latency of employee involvement.
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39

Clowney, David. "Ethical Perspectives on Employee Involvement Programs." Proceedings of the International Association for Business and Society 4 (1993): 793–804. http://dx.doi.org/10.5840/iabsproc1993464.

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40

Peck, Sharon R. "No Easy Roads to Employee Involvement." Academy of Management Perspectives 12, no. 3 (August 1998): 83–84. http://dx.doi.org/10.5465/ame.1998.1109053.

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41

Wilkinson, Adrian, Graham Godfrey, and Mick Marchington. "TQM and Employee Involvement in Context." Management Research News 19, no. 4/5 (April 1996): 66–67. http://dx.doi.org/10.1108/eb028466.

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42

Maloney, William F., and Mark O. Federle. "Employee Involvement in Engineering and Construction." Journal of Management in Engineering 9, no. 2 (April 1993): 174–90. http://dx.doi.org/10.1061/(asce)9742-597x(1993)9:2(174).

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43

Federle, Mark O. "Employee Involvement Attitudes among Construction Executives." Engineering Management Journal 4, no. 1 (March 1992): 31–36. http://dx.doi.org/10.1080/10429247.1992.11414657.

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44

Denton, D. Keith. "Empowerment through Employee Involvement and Participation." Empowerment in Organizations 2, no. 2 (August 1994): 22–28. http://dx.doi.org/10.1108/09684899410061636.

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45

Cotton, John L. "Does Employee Involvement Work? Yes, Sometimes." Journal of Nursing Care Quality 12, no. 2 (December 1997): 33–45. http://dx.doi.org/10.1097/00001786-199712000-00009.

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46

Ahlbrandt, Roger S., Carrie R. Leana, and Audrey J. Murrell. "Employee involvement programmes improve corporate performance." Long Range Planning 25, no. 5 (October 1992): 91–98. http://dx.doi.org/10.1016/0024-6301(92)90279-b.

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47

May, Douglas R., and Brenda L. Flannery. "Cutting waste with employee involvement teams." Business Horizons 38, no. 5 (September 1995): 28–38. http://dx.doi.org/10.1016/0007-6813(95)90033-0.

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48

Hoell, Robert C. "How employee involvement affects union commitment." Journal of Labor Research 25, no. 2 (June 2004): 267–77. http://dx.doi.org/10.1007/s12122-004-1036-3.

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49

Wilkinson, Adrian, Mick Marchington, John Goodman, and Peter Ackers. "TOTAL QUALITY MANAGEMENT AND EMPLOYEE INVOLVEMENT." Human Resource Management Journal 2, no. 4 (June 1992): 1–20. http://dx.doi.org/10.1111/j.1748-8583.1992.tb00263.x.

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50

Orsburn, Jack D. "Invited reaction: Effective employee involvement programs." Human Resource Development Quarterly 2, no. 3 (1991): 223–27. http://dx.doi.org/10.1002/hrdq.3920020304.

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