Journal articles on the topic 'Management Australia Employee participation'
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Markey, Raymond. "Non-Union Employee Representation in Australia." Journal of Industrial Relations 49, no. 2 (April 2007): 187–209. http://dx.doi.org/10.1177/0022185607074918.
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Non-union representative employee participation recently has attracted increasing international attention in employment relations due to the growing representation gap in many countries as union membership declines, and mounting evidence of the benefits of representative employee participation for enterprise flexibility and efficiency. However, relatively little is known about Australian experiments in employee participation, although it is essential to learn from Australian experience in order to develop effective public policy. This case study represents a contribution to this larger project. SMEC is a non-union employee representative body that has adopted a European works council organizational model. The case study evaluates SMEC's effectiveness as a non-union form of representative employee participation. It concludes that the opportunities for the formation of genuinely independent works council style organs of employee participation remain severely constrained by the current Australian regulatory environment, which tends to encourage a union substitution role.
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Nikola Balnave and Raymond Markey. "Employee Participation and Industrial Welfarism in Australia, 1890–1965." Labour History, no. 112 (2017): 137. http://dx.doi.org/10.5263/labourhistory.112.0137.
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Pyman, Amanda, Julian Teicher, Brian Cooper, and Peter Holland. "Unmet Demand for Union Membership in Australia." Journal of Industrial Relations 51, no. 1 (February 2009): 5–24. http://dx.doi.org/10.1177/0022185608099662.
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Unmet demand for union membership is defined as employees in non-union workplaces who would join a union if given the opportunity. Unmet demand is a significant issue for Australian unions as union density continues to decline and the current legislative environment remains hostile. This article gauges the contours of unmet demand for union membership in Australia, drawing on responses to the Australian Worker Representation and Participation Survey (AWRPS 2004). It finds a significant level of unmet demand for union membership in Australia. Unmet demand varies according to workplace and employee characteristics and is highest among low income earners, younger workers, workers with shorter organizational tenure and workers in routinized occupations. The practical implications of our findings are discussed in relation to union renewal and the legislative environment prevailing in 2008.
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Markey, Raymond, Ann Hodgkinson, and Jo Kowalczyk. "Gender, part‐time employment and employee participation in Australian workplaces." Employee Relations 24, no. 2 (April 1, 2002): 129–50. http://dx.doi.org/10.1108/01425450210420884.
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The international trend in the growth and incidence of “non‐standard employment”, and its highly gendered nature, is well documented. Similarly, interest in employee involvement or participation by academics and practitioners has seen the emergence of a rapidly growing body of literature. Despite the continued interest in each of these areas, the literature is relatively silent when it comes to where the two areas intersect, that is, what the implications are for employee participation in the growth of non‐standard employment. This paper seeks to redress this relative insularity in the literature by examining some broad trends in this area in Australia. The literature lacks one clear, accepted definition of “non‐standard” employment. For ease of definition, and because of the nature of the available data, we focus on part‐time employment in this paper. The paper analyses data from the Australian Workplace Industrial Relations Survey of 1995 (AWIRS 95). It tests the hypotheses that part‐time employees enjoy less access to participatory management practices in the workplace than their full‐time counterparts, and that this diminishes the access to participation in the workplace enjoyed by female workers in comparison with their male colleagues, since the part‐time workforce is predominantly feminised. These hypotheses were strongly confirmed. This has major implications for workplace equity, and for organisational efficiency.
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Harley, B., H. Ramsay, and D. Scholarios. "Employee Direct Participation in Britain and Australia: Evidence from AWIRS95 and WERS98." Asia Pacific Journal of Human Resources 38, no. 2 (January 1, 2000): 42–53. http://dx.doi.org/10.1177/103841110003800204.
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Lansbury, Russell D., Edward M. Davis, and David Simmons. "Reforming the Australian Workplace through Employee Participation." Economic and Labour Relations Review 7, no. 1 (June 1996): 29–45. http://dx.doi.org/10.1177/103530469600700103.
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Bonias, Dimitra, Sandra G. Leggat, and Timothy Bartram. "Encouraging participation in health system reform: is clinical engagement a useful concept for policy and management?" Australian Health Review 36, no. 4 (2012): 378. http://dx.doi.org/10.1071/ah11095.
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Objective. Recent health system enquiries and commissions, including the National Health and Hospital Reform Commission, have promoted clinical engagement as necessary for improving the Australian healthcare system. In fact, the Rudd Government identified clinician engagement as important for the success of the planned health system reform. Yet there is uncertainty about how clinical engagement is understood in health policy and management. This paper aims to clarify how clinical engagement is defined, measured and how it might be achieved in policy and management in Australia. Methods. We review the literature and consider clinical engagement in relation to employee engagement, a defined construct within the management literature. We consider the structure and employment relationships of the public health sector in assessing the relevance of this literature. Conclusions. Based on the evidence, we argue that clinical engagement is similar to employee engagement, but that engagement of clinicians who are employees requires a different construct to engagement of clinicians who are independent practitioners. The development of this second construct is illustrated using the case of Visiting Medical Officers in Victoria. Implications. Antecedent organisational and system conditions to clinical engagement appear to be lacking in the Australian public health system, suggesting meaningful engagement will be difficult to achieve in the short-term. This has the potential to threaten proposed reforms of the Australian healthcare system. What is known about the topic? Engagement of clinicians has been identified as essential for improving quality and safety, as well as successful health system reform, but there is little understanding of how to define and measure this engagement. What does this paper add? Clinical engagement is defined as the cognitive, emotional and physical contribution of health professionals to their jobs, and to improving their organisation and their health system within their working roles in their employing health service. While this construct applies to employees, engagement of independent practitioners is a different construct that needs to recognise out-of-role requirements for clinicians to become engaged in organisational and system reform. What are the implications for practitioners? This paper advances our understanding of clinical engagement, and suggests that based on research on high performance work systems, the Australian health system has a way to go before the antecedents of engagement are in place.
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Corbould, H. M., and M. J. Nolan. "INJURY- FREE WORK ENVIRONMENT: MYTH OR REALITY?" APPEA Journal 29, no. 1 (1989): 80. http://dx.doi.org/10.1071/aj88012.
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Sound management practices, and employee awareness and commitment, are the keys to eliminating workplace injury. In Esso Australia's production operations, the goal is NO INJURIES for both company and contractor employees. Achieving this goal entails significant commitment to putting safety first, and elimination of conflicting messages about the production versus safety priorities.Throughout the last decade, Esso Australia has increasingly sought to heighten the safety awareness of all people working within and supporting its production operations. The emphasis has gradually moved from hardware safety to focusing on attitudes within the workforce — at the same time, however, ensuring that facilities meet industry standards.Results in 1988 show a marked drop in injury days lost for the total company and contractor employee group in production operations.A safe work environment is good business. Putting safety first need not cost money; indeed a safer workplace can be more efficient. Achieving a safe environment involves clear communication of goals and values, employee participation, delegation of authority, increasing accountability, effective incident investigation and follow- up, appropriate discipline, and recognition of positive contributions. Of paramount importance is a clear direction from top management that safety is the top priority.
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Lansbury, Russell D. "Changing Nordic Approaches to Bargaining and Participation: Some Implications for Australia." Economic and Labour Relations Review 5, no. 2 (December 1994): 3–13. http://dx.doi.org/10.1177/103530469400500202.
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This paper presents an overview of industrial relations in Nordic countries. Key features are a high degree of centralisation, high levels of unionisation, a tripartite approach to government decision making and a keen interest in employee participation. The last decade has seen the onset of more turbulent economic forces, moves to decentralisation and a shift in wage determination towards a greater role for enterprise bargaining. Several parallels with Australian experience are explored. A critical difference is that Nordic unions have escaped the significant falls in membership suffered by Australian unions.
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Iverson, Roderick D., and Parimal Roy. "A Causal Model of Behavioral Commitment: Evidence From a Study of Australian Blue-collar Employees." Journal of Management 20, no. 1 (April 1994): 15–41. http://dx.doi.org/10.1177/014920639402000102.
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This study examines the behavioral commitment ( intent to stay) of a sample of blue-collar employees from a manufacturing firm in Australia. The purpose was to test an integrated causal model of behavioral commitment based on four general classes of variables: structural, pre-entry, environmental, and employee orientations. The LISREL results indicate that variables rank ordered in terms of importance for their total causal effects on the decision process of employees to stay or leave an organization is as follows: job search, job satisfaction, job security, attitudinal commitment, union participation, environmental opportunity, physical conditions, job hazards, met expectations, equity, family responsibility, centraliza tion, supervisory support, and work group cohesion.
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Shokri-Ghasabeh, Morteza, and Nicholas Chileshe. "Knowledge management." Construction Innovation 14, no. 1 (January 6, 2014): 108–34. http://dx.doi.org/10.1108/ci-06-2013-0026.
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Purpose – A research study has been undertaken at the University of South Australia to introduce application of lessons learned process in construction contractors ' bidding process in the context of knowledge management. The study aims to identify barriers to effectively capture lessons learned in Australian construction industry and how knowledge management can benefit from lessons learned application. Design/methodology/approach – The research study has been undertaken through conducting a “methodological triangulation” and “interdisciplinary triangulation”. This involved an extensive literature review of knowledge management, organisation learning, lessons learned and associated processes and administration of a questionnaire to a sample of construction contractors operating in Australia to elicit opinions on the main barriers to capturing lessons learned, practices such as existence and retention of documentation procedures. A total of 81 useable responses were received from 450 organisations. Response data were subjected to descriptive and inferential statistics with correlation analysis to examine the strength of relationship among the barriers. Findings – The top-3 barriers to the effective capturing of lessons learned were “lack of employee time”, “lack of resources” and “lack of clear guidelines”, whereas, “lack of management support” was the least ranked barrier. The study established that despite the majority of the ACCs having formal procedures for recording the tenders submitted and their outcomes, only a minority actually retained the lessons learned documentation for each project. The larger contractors were found to be more aware of the importance of lessons learned documentation. A comparative analysis with previous studies also found a disparity in the ranking of the barriers. Research limitations/implications – The majority of the participants were small construction contractors in Australia. The reason is that the researchers were not aware of the contractors ' size prior to inviting them for participation in the research study. Second the findings may not generalize to other industries or to organisations operating in other countries. Originality/value – The findings of this survey help ACCs to understand the importance of lessons learned documentation as part of lessons learned implementation and identify the barriers to effectively document their lessons learned. The study provides insights on the barriers and proposes advocated solutions in form of drivers and enablers (critical success factors) of organisational learning capturing among the Australian construction contractors. By reviewing the current literature, “post-project reviews” and “lessons learned” as important elements of organisation learning knowledge transfer, are addressed. Finally, contribution of this study to knowledge and practice has been discussed in this paper.
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Binti, Nor Hidayah. "Psychosocial Safety Climate in Organization: An Overview of Theoretical and Empirical Development." Journal of Social and Development Sciences 4, no. 9 (September 20, 2013): 407–11. http://dx.doi.org/10.22610/jsds.v4i9.779.
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Psychosocial safety climate (PSC) is a new aspect to be considered in organization in order to overcome work stress issues among employees. The critical study of PSC which build from the foundation of work of psychological safety and safety climate pioneered in 2010 by Maureen F. Dollard and Arnold B Bakker in Australia. The features of climate specifically expected to affect psychological health. New construct of PSC was defined as shared perception of organizational policies, practices and procedures to protect employees’ psychological safety and health. Previous studies stated that there are four main elements in PSC which are management commitment, management priority, management and employee participation involvement in stress prevention and organizational communication. It is believed that PSC could be a potential contributor in achieving organization’s aim for more positive psychological health environment among employees. Therefore, this paper aims to explicate the theoretical development of PSC and identify the impact on work stress among employees.
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Wilkinson, Adrian, Keith Townsend, and John Burgess. "Reassessing employee involvement and participation: Atrophy, reinvigoration and patchwork in Australian workplaces." Journal of Industrial Relations 55, no. 4 (July 23, 2013): 583–600. http://dx.doi.org/10.1177/0022185613489419.
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Markey, Raymond, and Greg Patmore. "Employee Participation in Health and Safety in the Australian Steel Industry, 1935-2006." British Journal of Industrial Relations 49, no. 1 (January 13, 2011): 144–67. http://dx.doi.org/10.1111/j.1467-8543.2009.00756.x.
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Markey, Raymond, and Ann Hodgkinson. "The Impact of the Workplace Relations Act on Regional Patterns of Industrial Relations: The Illawarra Region of Australia, 1996— 2004." Journal of Industrial Relations 50, no. 5 (November 2008): 752–78. http://dx.doi.org/10.1177/0022185608094116.
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Work Choices fundamentally restructured the Australian industrial relations system in 2005, by marginalizing the role of awards and the Australian Industrial Relations Commission, privileging individual contracts and restricting industrial action by trade unions. The Workplace Relations Act 1996 (WRA) represented a significant first step in this direction prior to the Liberal National coalition gaining control of the Senate in 2005. However, there has been no extensive workplace data of the kind produced by the Australian Workplace Relations Survey to take stock of the impact of the WRA. This study undertakes a stocktake of the impact of the WRA for the Illawarra region. It compares data for trade unions, employer associations, forms of employee participation, workplace reductions, industrial disputes and payment systems from the Illawarra Regional Workplace Industrial Relations Survey 1996 with a further survey in 2004. It concludes that while the WRA did impact on the region, the Illawarra nevertheless maintained a distinctive pattern of industrial relations in which the New South Wales State system was more influential. If this provides any indication of the wider impact of the WRA, it offers strong reasons as to why the government proceeded with Work Choices.
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Maniam, Vegneskumar, and Russel Brown. "Participation in outdoor recreational activities and cultural identity in Australia: An exploratory qualitative study." Physical Culture and Sport. Studies and Research 87, no. 1 (September 1, 2020): 34–45. http://dx.doi.org/10.2478/pcssr-2020-0017.
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AbstractThis paper focuses on personal statements written by 23 Year 11 students about what outdoor recreational activities they participated in and their sense of cultural identity in the culturally plural context of Australia.. A sociological approach of inductive analysis of their comments was employed to investigate the extent to which those of culturally diverse identities were actually participating in outdoor recreational activities. The respondents came from six Adelaide co-educational secondary schools which agreed to participate in the study. The responses given to the guideline questions provided evidence of participation in twelve different outdoor recreational activities, some involving individual pursuits and others group activities. Twelve students identified themselves as ‘mainstream Australian’, while eight claimed identities linked to other European and Asian cultural groups and three reported no sense of cultural identification. The evidence from this exploratory study was that those of culturally diverse identities were actually participating in outdoor recreational activities. However, they were more likely to be involved in individual rather than group activities. Furthermore they preferred land-based activities to those requiring water skills. The paper discusses the significance of the findings, implications for making future initiatives and policies in outdoor recreational activities more inclusive, as well as directions for further research.
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Barnes, Alison, Craig MacMillan, and Raymond Markey. "Maintaining union voice in the Australian university sector: Union strategy and non-union forms of employee participation." Journal of Industrial Relations 55, no. 4 (July 23, 2013): 565–82. http://dx.doi.org/10.1177/0022185613489414.
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Pyman, Amanda, Julian Teicher, Brian Cooper, and Peter Holland. "The Predictors of Unmet Demand for Unions in Non-Union Workplaces: Lessons from Australia." Articles 72, no. 2 (June 22, 2017): 270–93. http://dx.doi.org/10.7202/1040401ar.
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In this study, we examine the predictors of unmet demand for unions in non-union workplaces, using theAustralian Worker Representation and Participation Survey(AWRPS). Unmet demand is defined here, as those employees in non-union workplaces who would be likely to join a union if one were available. We argue that this is the first study in Australia to examine the predictors of unmet demand in non-union workplaces, and, that this is an important line of inquiry given a rise in non-union workplaces and never members in Australia, alongside declining union density and membership numbers. Drawing on three strands of existing literature, namely the individual propensity to unionize, the rise and characteristics of non-union workplaces and alternative forms of representation, and, managerial responsiveness to employees and unions, we develop and test four hypotheses.Our results show, controlling for a range of personal, job and workplace characteristics, that there are two significant predictors of the willingness to join a union in non-union workplaces: perceived union instrumentality (Hypothesis 2) and perceived managerial responsiveness to employees (Hypothesis 4), whereby employees who perceive that managers lack responsiveness are more likely to want to join a union if one were available.These results show that unions must try to enhance their instrumentality in workplaces and could be more effective in recruiting if they targeted never members. The results also show that unions need to have some gauge (measure) of how responsive managers are to employees, and that they can leverage poor responsiveness of managers for membership gain and the extension of organizing. In the final analysis, an understanding of the predictors of unmet demand for unions in non-union workplaces has implications for Australian unions’ servicing and organizing strategies, and for their future growth prospects.
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Marinakou, Evangelia, and Charalampos Giousmpasoglou. "Talent management and retention strategies in luxury hotels: evidence from four countries." International Journal of Contemporary Hospitality Management 31, no. 10 (October 14, 2019): 3855–78. http://dx.doi.org/10.1108/ijchm-10-2018-0862.
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Purpose The purpose of this paper is to provide a definition of talent and talent management in the luxury hotel sector with a focus on talent retention strategies. Design/methodology/approach A qualitative approach was used and 27 face-to-face semi-structured interviews were conducted with managers in luxury hotels in four countries (the USA, the UK, Australia and Greece). Findings Talent refers to those who “go above and beyond”. Talent retention strategies in luxury hotels include a friendly, family-oriented and open access culture, teamwork, compensation, succession planning and training and development. A hybrid exclusive and inclusive approach to talent management (TM) is proposed with the implicit engagement of the individuals. Practical implications Luxury hotels should choose TM practices that fit the organizational culture with a focus on retention strategies that are tailor-made to the individual or groups of individuals. Opportunities to progress, succession planning and employee participation to TM are valued in the industry. Originality/value This study provides findings from empirical comparative research conducted in four different countries, whereas most published work on TM focuses on bibliographic reviews. It provides a conceptualization of talent and TM. This study frames the nature of TM in hotels and advances the knowledge of talent retention strategies found to be effective in hospitality.
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Davis, Glyn. "Federalism Versus Centralisation: Organizational Design and Public Broadcasting in America and Australia." Journal of Public Policy 10, no. 2 (April 1990): 195–219. http://dx.doi.org/10.1017/s0143814x00004815.
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ABSTRACTFollowing Wildavsky's argument that a federal bias is often the best principle for organising public policy, this study compares two national public broadcasting systems: the diffuse pattern of multiple agencies used in the United States of America and the highly centralized design employed in Australia. The paper examines whether each structure can respond to an audience while resisting the partisan demands of politicians. Significant advantages are found in the American model, though the question arises of whether participation and editorial independence in public broadcasting are bought at the cost of efficiency and effectiveness.
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Talati, Zenobia, Carly Grapes, Emily Davey, Trevor Shilton, and Simone Pettigrew. "Implementation Outcomes Following Participation in a Large-Scale Healthy Workplace Program Conducted Across Multiple Worksites." American Journal of Health Promotion 34, no. 5 (April 3, 2020): 512–19. http://dx.doi.org/10.1177/0890117120911504.
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Purpose: To measure implementation outcomes of a freely available workplace health promotion program (Healthier Workplace Western Australia [HWWA]) that provides employees with services and supports to make changes in their workplaces. Setting: Western Australian workplaces. Subjects: Employees accessing HWWA services. Intervention: A range of services (training sessions, tailored advice, grant schemes, online resources) were offered relating to nutrition, physical activity, smoking, alcohol consumption, and mental health. Design/Measures: Of the 1627 individuals e-mailed 6 months after participation in HWWA, 345 (21%) individuals who recalled accessing one or more services completed a survey assessing the number and type of changes they had implemented and the perceived barriers to doing so. Analysis: Negative binomial regressions and one-way analysis of variances assessed whether respondent characteristics or number of services used was associated with the number and types of changes made. A qualitative analysis of the perceived barriers was also conducted. Results: The majority of respondents (86%) reported implementing one or more changes. Greater perceived responsibility/authority to make change (β = .56, P < .01), perceived support from coworkers (β = .23, P < .05), and number of HWWA services used (β = .04, P < .05) were positive predictors of the number of changes made. Frequently reported barriers included cost/budget restrictions, lack of management support, and resistance from staff. Conclusion: The HWWA program facilitated implementation of various healthy workplace initiatives across the organizations represented in the evaluation.
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Gracia, Narissa, Anna F. Rumbach, and Emma Finch. "A survey of speech-language pathology treatment for non-progressive dysarthria in Australia." Brain Impairment 21, no. 2 (March 17, 2020): 173–90. http://dx.doi.org/10.1017/brimp.2020.3.
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AbstractAim:To identify management practices of Australian speech-language pathologists (SLPs) in the treatment of non-progressive dysarthria using a subsystem approach, and to explore SLPs’ consideration and implementation of the theoretical underpinnings of non-progressive dysarthria management.Method:A 39-item online survey was distributed to Australian SLPs, with 80 responses suitable for data analysis.Results:Practices of SLPs were variable for the management of the speech subsystems. The Lee Silverman Voice Treatment (LSVT®) was the most commonly used manualised treatment program, and was employed by 63.77% of respondents. Almost all SLPs (>88%) provided strategies to improve functional communication. There was no clear preference for low tech alternative and augmentative communication (AAC) devices. Speech generating devices were the most commonly employed high tech device. Almost two-thirds of respondents used non-speech oral motor exercises (NSOMEs) in treatment. SLPs had varied frequencies and models of service delivery for intervention. SLPs valued interventions targeting the activity and participation domains of the ICF, however this was restricted by the treatment context and resources available. The majority of SLPs (92.06%) were aware of the principles of motor learning, however many were unsure regarding the specifics of implementation.Conclusion:There is a clear need for further research into the efficacy of treatment techniques to guide decision-making.
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Cuadrado-Quesada, Gabriela, and Joyeeta Gupta. "Participation in groundwater governance – outlining a path to inclusive development." Water Policy 21, no. 5 (September 20, 2019): 1050–64. http://dx.doi.org/10.2166/wp.2019.209.
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Abstract Although there is considerable research on participation, there is little that combines the relationship between access to information, participation and access to justice and how these can be combined to enhance groundwater governance. Hence, this article addresses the question: How can legal frameworks that recognize the right to participation alleviate local groundwater governance problems in different contexts? In order to address this question, this article reviews the literature on participation, law, policy and inclusive development and analyses selected legal frameworks that recognize participation, access to information and access to justice to determine how these frameworks have been implemented in groundwater governance. The selected contexts include Australia and Costa Rica. The findings show that (i) access to information, participation in decision-making and access to justice are mostly employed in a reactive manner to solve groundwater governance problems; (ii) access to information on groundwater ignores particular features of groundwater resources, such as ‘invisibility’, ‘irreversibility’ especially in relation to fossil resources, the local nature, and limited consensus on the data; (iii) meaningful participation is unlikely until information, learning, knowledge, and awareness about groundwater resources is popularized and (iv) factors enhancing access to information and participation in decision-making in groundwater governance include the existence of a water crisis, leadership, government funding dedicated to organize participatory processes; and small-scale and homogenous communities.
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Detsimas, Nicole, Vaughan Coffey, Zabihullah Sadiqi, and Mei Li. "Workplace training and generic and technical skill development in the Australian construction industry." Journal of Management Development 35, no. 4 (May 9, 2016): 486–504. http://dx.doi.org/10.1108/jmd-05-2015-0073.
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Purpose – The purpose of this paper is to investigate the current skills gap in both generic and skill areas within the construction industry in Queensland, Australia. Design/methodology/approach – An internet-based survey was administered to collect the opinions of construction employees about the workplace-training environment and their perceptions towards training. The survey intended to address the following research questions, specifically in relation to the construction industry. Findings – The survey results reveal that whilst overall participation in workplace training is high, the current workplace training environments do not foster balanced skill development. The study reveals that in the current absence of a formal and well-balanced training mechanism, construction workers generally resort to their own informal self-development initiatives to develop the needed role-specific theoretical knowledge. Research limitations/implications – The findings of the research are based on the data primarily collected in the construction industry in Queensland, Australia. The data are limited to a single Tier 2 construction company. Practical implications – The findings of this study can be utilised to suggest improvements in the current (or develop new) workplace training initiatives. Social implications – The research suggests that workplace training has positive relationship with career growth. The results suggest that in the construction industry, employees are generally well aware of the importance of workplace training in their career development and they largely appreciate training as being a critical factor for developing their capacity to perform their roles successfully, and to maintain their employability. Originality/value – This paper is unique as it investigates the current skills gap in both generic and skill areas within the construction industry in Queensland, Australia. So far no work has been undertaken to identify and discusses the main method of workplace learning within the Tier 2 industry in the context of Queensland Australia.
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Sangeeth L R, Silpa, Saji K. Mathew, and Vidyasagar Potdar. "Information Processing view of Electricity Demand Response Systems: A Comparative Study Between India and Australia." Pacific Asia Journal of the Association for Information Systems 12 (June 30, 2020): 27–63. http://dx.doi.org/10.17705/1thci.12402.
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Abstract Background: In recent years, demand response (DR) has gained increased attention from utilities, regulators, and market aggregators to meet the growing demands of electricity. The key aspect of a successful DR program is the effective processing of data and information to gain critical insights. This study aims to identify information processing needs and capacity that interact to improve energy DR effectiveness. To this end, organizational information processing theory (OIPT) is employed to understand the role of Information Systems (IS) resources in achieving desired DR program performance. This study also investigates how information processing for DR systems differ between developing (India) and developed (Australia) countries. Method: This work adopts a case study methodology to propose a theoretical framework using OIPT for information processing in DR systems. The study further employs a comparative case data analyses between Australian and Indian DR initiatives. Results: Our cross case analysis identifies variables of value creation in designing DR programs - pricing structure for demand side participation, renewable integration at supply side, reforms in the regulatory instruments, and emergent technology. This research posits that the degree of information processing capacity mediates the influence of information processing needs on energy DR effectiveness. Further, we develop five propositions on the interaction between task based information processing needs and capacity, and their influence on DR effectiveness. Conclusions: The study generates insights on the role of IS resources that can help stakeholders in the electricity value chain to take informed and intelligent decisions for improved performance of DR programs. Recommended Citation Sangeeth L R, Silpa; Mathew, Saji K.; and Potdar, Vidyasagar (2020) "Information Processing view of Electricity Demand Response Systems: A Comparative Study Between India and Australia," Pacific Asia Journal of the Association for Information Systems: Vol. 12: Iss. 4, Article 2. DOI: 10.17705/1pais.12402 Available at: https://aisel.aisnet.org/pajais/vol12/iss4/2
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Perenyi, Aron, Roxanne Zolin, and Alex Maritz. "The perceptions of Australian senior entrepreneurs on the drivers of their entrepreneurial activity." International Journal of Entrepreneurial Behavior & Research 24, no. 1 (January 8, 2018): 81–103. http://dx.doi.org/10.1108/ijebr-12-2016-0424.
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Purpose Why is self-employment an attractive option for certain seniors and what drives seniors into business start-ups? In this study, the motivations and preferences of senior entrepreneurs in Australia, to become self-employed, by means of business start-ups, are explored. The purpose of this paper is to provide empirical basis for policy implications. Design/methodology/approach A mixed methods study is conducted. Members of the National Senior’s Association in Australia were interviewed and surveyed. The semi-structured interviews identified the key factors influencing senior entrepreneurs in relation to self-employment and entrepreneurial choices at a later career stage. The survey collected information on intentionality, motivation, skills, opportunities, success, satisfaction, participation, barriers, benefits, education and training, and perceptions of policy support for senior entrepreneurs. Findings Respondents gave an account of the prevalence of pull factors motivating their choice of an entrepreneurial career. Multivariate statistical analysis of survey responses showed that senior entrepreneurs are more driven by opportunity than necessity and are primarily internally motivated. Research limitations/implications Results of this study suggest a weak link between motivation by others and the act of start-up, but this may also imply that those seniors who are more likely to become entrepreneurs are more likely to ignore the impulses from their social context. This requires further investigation to ensure a robust identification of drivers and an elimination of contextual effects. Further research is suggested to compose a relevant model structure in different contexts and a representative sample to confirm the model outcomes. Originality/value This is the first mixed methods study of the antecedents of senior entrepreneurs’ start-up intentions in Australia. The study also uses entrepreneurial activity as opposed to intention as its dependent variable, which allows for a more accurate evaluation of antecedents to the senior entrepreneurship phenomenon.
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Buchanan, Rachel, Erica Southgate, and Shamus P. Smith. "‘The whole world’s watching really’: Parental and educator perspectives on managing children’s digital lives." Global Studies of Childhood 9, no. 2 (May 27, 2019): 167–80. http://dx.doi.org/10.1177/2043610619846351.
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Teachers are under increased pressure to teach children digital skills, and parents are having to manage children’s online presence as well as their offline lives. Much of the discussion surrounding the issue of children’s digital footprints highlights the potential present and future risks that children could be exposed to. While parents and teachers are expected to educate and protect children online, little is known about what parents and educators know in the Australian context and how they feel about being the custodians of children’s digital presence. The purpose of this article is twofold. Firstly, the authors report on the Best Footprint Forward project, which employed focus groups to qualitatively investigate the digital-footprint awareness of parents and teachers from three primary schools in regional Australia. Secondly, the authors outline an ethical framework that can be used to provide guidance to those who teach children on how to manage their online presence. Parents and teachers were very aware of the issues surrounding digital-footprint management and cyber safety for children, but had little awareness of the positive potential of digital footprints or how to help children manage their digital lives. In reporting the uncertainty experienced by these two groups, the authors seek to highlight the ethical complexities of children’s participation in digital cultures and provide a framework for engaging with these complexities.
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Young, Suzanne, Sandra Leggat, Pauline Stanton, and Tim Bartram. "Organisational development in a rural hospital in Australia." Australian Health Review 39, no. 2 (2015): 127. http://dx.doi.org/10.1071/ah14039.
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Objective This paper analyses an organisational development project that aimed to change the organisational culture and improve people management systems and processes. The questions addressed were: was the change process a success; how was success defined; and what were the barriers to its progress? Methods We examined the process of change over a 3-year period. The organisational development intervention is described and analysed. Qualitative methods, including document review, in-depth interviews and focus groups, participant observation, newsletters and diary entries were used to gather the data. A variant of competing values was used to analyse the data. Results We sought to build trust with all managers and encouraged reflection by conducting feedback sessions, presentations, workshops and one-on-one and group discussions. A cross-site action group was established to encourage organisation-wide participation in the project. However, it was clear that stakeholders had different understandings and perceptions of the problems facing the organisation. The project faltered when a leadership development intervention was organised. Conclusions The existence of at least four different organisational ‘worlds’ and identities, according to different professional groupings with different goals, languages and values, was evident. The relationship between the researcher and subjects was key in terms of whether the researcher is seen as an ‘expert’ or as a ‘facilitator’. In bringing about change, we need to work with the Chief Executive Officer in empowering others. Hence, the researchers need to engage in continual dialogue across boundaries and within groups as well as at individual levels to provide support for organisational change. What is known about the topic? Evidence suggests that change processes often fail, that success in one part of the organisation may not translate into organisation-level performance and that change may fail to deliver expected organisation-wide results. Fluctuating organisational expectations may render managers unable to understand the shifting world and the confusion, anxiety and stress that middle managers experience as part of the change process may impede decision making. What does this paper add? This paper reports on a single case study of an organisational development project in a rural health service in Australia. The contribution of this paper is in demonstrating the different worlds of each of the actors involved. Moreover, it shows that building relationships is key. What are the implications for practitioners? The relationship between the researcher and subjects is key in terms of whether the researcher is seen as an ‘expert’ or as a ‘facilitator’. The researchers need to engage in continual dialogue across boundaries and within groups, as well as at individual levels, to provide support for organisational change. The research also demonstrates the importance of middle managers in facilitating communication between senior management and employees.
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Hsieh, Victar, Glenn Paull, and Barbara Hawkshaw. "Heart Failure Integrated Care Project: overcoming barriers encountered by primary health care providers in heart failure management." Australian Health Review 44, no. 3 (2020): 451. http://dx.doi.org/10.1071/ah18251.
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ObjectiveHeart failure (HF) is associated with increased morbidity and mortality. A significant proportion of HF patients will have repeated hospital presentations. Effective integration between general practice and existing HF management programs may address some of the challenges in optimising care for this complex patient population. The Heart Failure Integrated Care Project (HFICP) investigated the barriers encountered by primary healthcare providers in providing care to patients with HF in the community. MethodsFive general practices in the St George and Sutherland regions (NSW, Australia) that employed practice nurses (PNs) were enrolled in the project. Participants responded to a printed survey that asked about their perceived role in the management of HF patients and their current knowledge and confidence in managing this condition. Participants also took part in a focus group meeting and were asked to identify barriers to improving HF patient management in general practice, and to offer suggestions about how the project could assist them to overcome those barriers. ResultsBarriers to effective delivery of HF management in general practice included clinical factors (consultation time limitations, underutilisation of patient management systems, identifying patients with HF, lack of patient self-care materials), professional factors (suboptimal hospital discharge summary letters, underutilisation of PNs), organisation factors (difficulties in communication with hospital staff, lack of education regarding HF management) and system issues (no Medicare rebate for B-type natriuretic peptide testing, insufficient Medicare rebate for using PN in chronic disease management). ConclusionsThe HFICP identified several barriers to improving integrated management for HF patients in the Australian setting. These findings provide important insights into how an HF integrated care model can be implemented to strengthen the working relationship between hospitals and primary care providers in delivering better care to HF patients. What is known about the topic?Multidisciplinary HF programs are heterogeneous in their structures, they have low patient participation rates and a significant proportion of HF patients have further presentations to hospital with HF. Integrating the care of HF patients into the primary care system following hospital admission remains challenging. What does this paper add?This paper identified several factors that hinder the effective delivery of care by primary care providers to patients with HF. What are the implications for practitioners?The findings provide important insights into how an HF integrated care model can be implemented to strengthen the working relationship between tertiary health facilities and primary care providers in delivering better care to HF patients.
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Scholz, Brett, Julia Bocking, Peter Hedt, Vinh N. Lu, and Brenda Happell. "‘Not in the room, but the doctors were’: an Australian story-completion study about consumer representation." Health Promotion International 35, no. 4 (July 20, 2019): 752–61. http://dx.doi.org/10.1093/heapro/daz070.
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Abstract Current mental health policy requires consumer involvement in all levels of health service management (i.e. planning, implementation, delivery and evaluation). However, current models often limit consumers to ‘representation’ roles that are criticized for silencing consumer views. This study compares understandings of consumer representatives’ and health professionals’ participation in decision-making processes in the mental health sector in Australia. Story completion methods were employed, with 34 participants (21 consumers, 8 health professionals and 5 people identifying both as consumer and health professional) completing a story stem about either a consumer representative or a health professional changing a committee meeting agenda. Using a thematic approach, three overarching themes were developed: how consumer representative roles remain unvalued, how such lack of value translates to not achieving co-production and how consumer representative roles can be better supported through allyship or subversion against organizational cultural norms. Findings suggest that organizational cultural norms in health settings need to be more inclusive of consumers to maximize the benefits of partnerships and fulfil policy expectations. Two methods for greater empowerment of consumers working in mental health are through allyship with non-consumer health professionals who support the goals of the consumer movement, and subversion of current practices.
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Larson, James S. "Employee Participation in Federal Management." Public Personnel Management 18, no. 4 (December 1989): 404–14. http://dx.doi.org/10.1177/009102608901800402.
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Employee participation in management is increasing with the influence and success of Japanese and European management practices. The federal government is following the lead of American business in adopting procedures like quality circles and the use of employee suggestions, and these procedures have highly productive results. MSPB data indicates that the limited use of quality circles in federal government has shown them efficient, and the wide use of employee suggestions has improved productivity as measured by benefit-cost ratios. The future of these forms of participation seems assured, but more wide-ranging forms like employee involvement in decision making and quality of work life programs await a final verdict on their futures.
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Cressey, Peter. "Employee Participation." Work, Employment & Society 9, no. 1 (March 1, 1995): 187–90. http://dx.doi.org/10.1177/0950017095009001012.
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Cressey, Peter. "Employee Participation." Work, Employment and Society 9, no. 1 (March 1995): 187–90. http://dx.doi.org/10.1177/095001709591011.
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Massingham, Peter Rex. "Measuring the impact of knowledge loss: a longitudinal study." Journal of Knowledge Management 22, no. 4 (May 14, 2018): 721–58. http://dx.doi.org/10.1108/jkm-08-2016-0338.
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Purpose Knowledge loss caused by employee exit has become a significant corporate risk. This paper aims to explore how to measure the impact of knowledge loss. The paper is based on empirical evidence from a five-year longitudinal study. Design/methodology/approach This paper is based on a longitudinal change project for a large Australian Research Council Linkage Project grant in the period 2008-2013. The method was a single case study using a critical realism paradigm. The project was a transformational change programme which aimed to help make the partner organization a learning organization to minimize the impact of knowledge loss. The partner organization was a large Australian Government Department, which faced the threat of knowledge loss caused by its ageing workforce. The sample was 118 respondents, mainly engineering and technical workers. A total of 150 respondents were invited to participate in the study which involved an annual survey and attendance at regular training workshops and related activities, with a participation rate of 79 per cent. Findings The results found that knowledge loss has most negative impact in terms of organizational problems including low productivity (morale), strategic misalignment of the workforce (capability gaps), resource cuts (stakeholders unhappy with performance), decreased work quantity and quality (inexperienced employees), work outputs not being used (customers mistrust), longer time to competence (learning cost) and slow task completion (increased search cycle time). The second most significant impact was increased sense of risk associated with work activities and declining capacity to manage the risk. The third main impact was decreased organizational knowledge base: knowledge loss creates knowledge deficit which is unlikely to be filled over time, as shown by the knowledge accounts of surviving employees which remained stable overall. The two remaining measurement constructs – psychological contract and learning organizational capacity – improved, which suggests that the negative impact of knowledge loss may be addressed with appropriate knowledge management. Research limitations/implications The research is based on a single case study in a public sector organization. While the longitudinal nature of the study and the rich data collected offsets this issue, it also presents good opportunities for researchers and practitioners to test the ideas presented in this paper in other industry contexts. The complexity and range of the constructs, concepts and scale items is acknowledged. Tables have been used wherever possible to help the reader access the findings. Practical implications Knowledge loss is perhaps the greatest corporate risk facing organizations today. This paper provides a method to measure the impact of knowledge loss. Managers may use this to assess the significance of the risk and use this as a business case to take action to minimize the impact of knowledge loss. Originality/value Prior research has found knowledge loss has caused decreased psychological contract, lost organizational memory, inefficiency and ineffectiveness and declining capability; however, these concepts are discussed in broad terms only. This paper addresses the need for measurement concepts which helps us understand the nature of the impact of knowledge loss. Five knowledge loss concepts are developed: knowledge resources, psychological contract, learning organization capacity, risk management and organizational problems. The results are based on a large-scale longitudinal study providing empirical evidence of change over a three-year period, situated within the context of a research intervention, i.e. knowledge management programme.
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Robinson, Richard. "Gaining and sustaining ‘hospitable’ employment for disability youth." Hospitality Insights 2, no. 2 (October 24, 2018): 5–6. http://dx.doi.org/10.24135/hi.v2i2.40.
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As the hospitality industry globally suffers persistent skills shortages, organisations are increasingly looking to non-traditional labour markets to fill vacancies. Indeed, hospitality has a long tradition of employing from society’s margins [1]. Research has shown hospitality firms are more likely than other industries to hire people experiencing disability [2]. Therefore, hospitality has the need, the tradition and the capacity to implement and support lasting change in the employment of disability youth.
The Australian National Disability Insurance Scheme (NDIS), which is overhauling the sector and transforming the way persons experiencing disability access services, is modelled on research demonstrating the broader economic benefits of greater inclusive workforce participation [3]. The scheme is also consistent with the fact that employment is the key to exits from disadvantage for most people of working age [4]. Yet Australia ranks 21st out of 29 OECD nations in disability employment rates [5]. These poor rates of providing inclusive employment are often levelled at firms’ unwillingness to hire applicants with a disability [6].
In late 2016, a disability services provider (DSP) and a registered charity partnered in a mobile coffee cart social enterprise to create open employment pathways for a group of disability youth previously employed in the ‘sheltered workshop’ model. A 360-degree ethnography combining interview and observational methods [7] was designed to investigate the holistic experiences of the youth and to gain insights into the levers and barriers regarding open employment. The agency/structure dualism framed the study, as it is recognised that agency is in itself not sufficient when its expression is constrained by an individual’s social deficits and the legacies of their entrenched disadvantage [8]. In all, five ‘baristas’ experiencing disability (across 10 interviews), 11 co-workers/managers from the DSP and the charity, and 21 customers comprised the sample.
Previous research has identified industry’s reticence to employ people with disability as a key barrier, despite ability and willingness to work [5]. This study, however, identified a complex range of structural factors inhibiting the agency of disability youth to self-determine towards open employment. These included a history of poor experiences in institutional settings (e.g. schooling and sporting), the safety and security of sheltered workshops, parental oversight and the staffing requirements of DSP social enterprises. Surprising individual-level factors were also manifest, including the inability to responsibly manage new- found workplace independence and an absence of extrinsic motivators to work – given that the disability youth enjoyed financial security regardless of earnings.
This research challenges the conventional wisdom that organisations alone need to revisit their willingness, capacity and preparedness for providing accessible employment, and rather suggests that deep-seated structural factors, and their impacts on youth, require concomitant attention.
Corresponding author
Richard Robinson can be contacted at: richard.robinson@uq.edu.au
References
(1) Baum, T. Human Resources in Tourism: Still Waiting for Change? A 2015 Reprise. Tourism Management 2015, 50, 204–212.
(2) Houtenville, A.; Kalargyrou, V. Employers’ Perspectives about Employing People with Disabilities. Cornell Hospitality Quarterly 2014, 56(2), 168–179.
(3) Deloitte Access Economics. The Economic Benefits of Increasing Employment for People with Disability; Australian Network on Disability: Sydney, Australia, 2011.
(4) McLachlan, R.; Gilfillan, G.; Gordon, J. Deep and Persistent Disadvantage in Australia; Productivity Commission Staff Working Paper: Canberra, Australia, 2013.
(5) Darcy, S.A.; Taylor, T.; Green, J. 'But I Can Do the Job': Examining Disability Employment Practice through Human Rights Complaint Cases. Disability and Society 2016, 31(9), 1242–1274.
(6) Lysaght, R.; Cobigo, V.; Hamilton, K. Inclusion as a Focus of Employment-Related Research in Intellectual Disability from 2000 to 2010: A Scoping Review. Disability and Rehabilitation 2012, 34(16), 1339–1350.
(7) Sandiford, P. Participant Observation as Ethnography or Ethnography as Participant Observation in Organizational Research. In The Palgrave Handbook of Research Design in Business and Management; Strand K. (Ed.); Palgrave Macmillan: London, 2015; pp 411–446.
(8) Graham, J.; Shier, M.; Eisenstat, M. Young Adult Social Networks and Labour Market Attachment. Journal of Social Policy 2015, 44(4), 769–786.
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Markey, Raymond, Joseph McIvor, Martin O'Brien, and Chris F. Wright. "Reducing carbon emissions through employee participation: evidence from Australia." Industrial Relations Journal 50, no. 1 (January 2019): 57–83. http://dx.doi.org/10.1111/irj.12238.
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Jasińska, Joanna. "Organizational Change Management and Employee Participation." Journal of Clinical Case Studies Reviews & Reports 2, no. 2 (April 30, 2020): 1–7. http://dx.doi.org/10.47363/jccsr/2020(2)119.
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Changes in modern organizations are inevitable. They are implemented purposefully and consciously in order to adjust the organization to the rapidly changing external conditions, as well as to increase or create its chances of market success. The social factor plays an extremely important role in the process of organizational change. It is people who create organizations so organizational changes apply to them in particular. Therefore, every organization should maintain a proper course of the cycle of change, with the use of appropriate methods and techniques of the change design and implementation, and above all, it should be concerned to carry out the cycle in such a way as to make employees the allies of change, to shape their proper attitude toward a change and their commitment to the process. Therefore, the aim of this paper is to develop a model of employee participation in the cycle of organizational changes. Through direct employee participation, this model explains how it is possible to get the employees involved in the process and to form appropriate attitudes to change.
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Jordan, Glenn. "SAFETY IN THE OFFSHORE PETROLEUM INDUSTRY: THE NEW REGIME." APPEA Journal 34, no. 2 (1994): 72. http://dx.doi.org/10.1071/aj93085.
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Following the recommendations of the UK Cullen and COSOP reports, a new regulatory and operational safety regime is being introduced across Australian territorial waters for the offshore petroleum industry. This paper details the concepts behind the new regime including the development and implementation strategies employed to introduce it and the implications to industry and government instrumentalities. The recognition that safety in the work place is an outcome of managerial commitment and a function of work system control is resulting in legislative reforms that will reduce the focus on physical compliance, in favour of a goal-setting legislative approach that places emphasis on systems of managing safety at the work place. By focussing upon ends rather than means, objective based regulation requires organisations to manage the design, construction and operation of facilities to reduce risk to a 'reasonably practicable level*. The details of the management arrangements and risk assessment studies once submitted in a 'safety case' and acknowledged by the regulator, form a co-regulatory guidance document that sets both the standards to be achieved and the mechanism for achieving them. Auditing of the operator against an accepted safety case will occur on a regular basis. Driven by measurement of an operator's safety performance, selected systems will be targeted and audited against the safety case by a team of auditors composed of both government inspectors and operator personnel. Performance measures will be both proactive and reactive in nature and include among other measures, results obtained through the newly created national data base for incidents and accidents. Preparation and assessment of safety cases provides regulators and operators alike with difficulties. Consistency of assessment and objective determination that acceptable minimum standards have been met provide a challenge to government agencies and to the petroleum industry. Recognition of the nature of this challenge has led to the adoption of Quality Management principles among government utilities. A key feature of the Quality Management System will be the introduction of systems that drive change through cyclic updates of the safety case assessment procedures.The safety case concept institutionalises a dialogue between regulator and operator that will facilitate the preparation, submission and assessment of the safety case. This initiative provides for a staged submission process to correspond to the development phase of the facility. It is considered that this methodology will ensure minimal delays in assessment and provide certainty in the business planning process. The new safety case regime provides for a greater level of employee participation both in the preparation of safety cases and the maintenance of safety at the work place. Transparency of approach by both operators and regulators will be needed if public and workforce confidence are to be maintained. Co-operation and continual improvement will hopefully be the hall mark of the Australian safety case regime.
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Portis, Bernard. "Neal Herrick, Joint Management and Employee Participation." Relations industrielles 46, no. 2 (1991): 489. http://dx.doi.org/10.7202/050688ar.
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Zwick, Thomas. "Employee participation and productivity." Labour Economics 11, no. 6 (December 2004): 715–40. http://dx.doi.org/10.1016/j.labeco.2004.02.001.
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Nemoto, Hiroyuki. "Noting and evaluating contact between Japanese and Australian academic cultures." Language Management Approach 22, no. 2 (November 2, 2012): 249–70. http://dx.doi.org/10.1075/japc.22.2.07nem.
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This paper reports on a case study of Japanese exchange students that investigated the ways such students note and evaluate various types of contact between native and host academic cultures while participating in new communities of practice at an Australian university. In this study, language management theory (Jernudd & Neustupný, 1987; Neustupný, 1985, 1994, 2004) was employed in conjunction with Lave and Wenger’s (1991) concept of legitimate peripheral participation in order to investigate the sociocultural influence on cognitive processes of language management. The findings illustrate that not only norm deviations but also the phenomena relating to norm universality and compatibility generated processes of noting and evaluation. This study also provides an insight into mechanisms of self- and other-noting, as well as negative evaluations of norm deviations, and sheds light on positive evaluations of common disciplinary knowledge and cross-cultural situational similarities. Based on the findings, this paper indicates that noting and evaluation in language management processes should be considered in relation to students’ social positionings, their power relations with other community members, their perceptions of self, and the context where the management occurs.
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Delbridge, Rick, and Keith Whitfield. "Employee Perceptions of Job Influence and Organizational Participation Employee Perceptions." Industrial Relations 40, no. 3 (July 2001): 472–89. http://dx.doi.org/10.1111/0019-8676.00220.
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Gaffney, Michael E., John Simmons, and William Mares. "Working Together: Employee Participation in Action." Industrial and Labor Relations Review 39, no. 4 (July 1986): 621. http://dx.doi.org/10.2307/2523280.
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Baran, Małgorzata, and Barbara Sypniewska. "The Impact of Management Methods on Employee Engagement." Sustainability 12, no. 1 (January 6, 2020): 426. http://dx.doi.org/10.3390/su12010426.
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The aim of the paper is to present the findings of our own questionnaire-based quantitative study carried out in 2018. The research questionnaire was sent to companies in the databases of two universities (the database of enterprises cooperating with each university), which were selected according to the criterion of the number of employees (micro, small, medium, and large companies). The study attempted to identify the correlations among the following variables: people-oriented management, non-people-oriented management, direct active and passive participation, and engagement in work. Two research questions drove the research process: (RQ1) What are the links between people-oriented management and non-people-oriented management, direct (active and passive) participation, and work engagement? (RQ2) Does direct participation (active and passive) mediate the relationship between people and non-people-oriented management and employees’ engagement? To this end, 1037 employees of companies operating in Poland reported the intensity of people-oriented management, non-people-oriented management, and direct (active and passive) participation. Research findings revealed that people-oriented management and active participation (i.e., co-deciding) are the most significant for work engagement. Not only does non-people-oriented management entail a low level of engagement but a lower level of direct participation as well. As far as the dimensions of engagement are concerned (i.e., vigour, dedication, and absorption), if one of them is more intense, the other are intense as well. People-oriented management translates into active participation and the latter into engagement in all the three dimensions. A structural equation model demonstrated that perceived people-oriented management and active participation were strong, positive, and significant predictors of work engagement.
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Cohen, H. Harvey, and Joseph Cohen. "Employee Participation in a Hospital Hazard Management System." Ergonomics in Design: The Quarterly of Human Factors Applications 12, no. 3 (July 2004): 13–18. http://dx.doi.org/10.1177/106480460401200304.
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Hunton-Clarke, Lynsey, Walter Wehrmeyer, Roland Clift, Philip McKeown, and Henry King. "Employee Participation in Environmental Initiatives." Greener Management International 2002, no. 40 (December 1, 2002): 45–56. http://dx.doi.org/10.9774/gleaf.3062.2002.wi.00005.
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Kumar, Manish, and Hemang Jauhari. "Employee participation and turnover intention." Journal of Workplace Learning 28, no. 8 (October 10, 2016): 496–509. http://dx.doi.org/10.1108/jwl-05-2016-0047.
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Purpose This paper aims to examine the explanatory roles of organizational justice (OJ) and learning goal/need satisfaction (LGS/LNS) in the relationship between participation in decision-making (PDM) and turnover intention (TI) of employees. OJ was expected to mediate the relationship of PDM with LNS and TI. Further, LNS was expected to mediate the relationship of PDM and OJ with TI. Design/methodology/approach This study used a rigorous design with 192 responses collected with temporal separation using snowball sampling technique. Responses on PDM, OJ and LNS were taken at one point of time, whereas responses on TI were taken at another point of time. Analysis was done using structural equation modeling approach in IBM SPSS AMOS 20. Findings OJ partially mediates PDM and LNS relationship but fully mediates PDM and TI relationship. Further, LNS partially mediates OJ and TI relationship but fully mediates PDM and TI relationship. PDM does not have a direct effect on TI. Research limitations/implications Ensuring participation of employees on programs and policies including those on human resources by itself may not be able to reduce TI of employees. It is when employees are able to experience fairness for themselves and/or they are able to add value for themselves by enhancing relevant knowledge base that PDM has an impact on TI. Therefore, organizations must ensure all three aspects of concern to employees; ensuring participation, fairness and individual growth of the employees to address TI. Originality/value Although there are studies relating TI separately with PDM, fairness and satisfaction, this study is able to contribute by specifying two-stage explanatory mechanism between PDM and TI. In addition, the authors believe that this study has brought in so far unexplored nuance of relevance of individual quest for learning in explaining TI. Further, through the use of robust design, the study contributes in corroborating research findings on TI.
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Tyler, Thomas T. "Employee Participation through Consultative Team Selling." Journal of Business & Industrial Marketing 5, no. 2 (February 1990): 37–41. http://dx.doi.org/10.1108/eum0000000002743.
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Tros, Frank. "Innovating employee participation in the Netherlands." Industrielle Beziehungen. Zeitschrift für Arbeit, Organisation und Management 29, no. 1 (October 17, 2022): 3–24. http://dx.doi.org/10.3224/indbez.v29i1.01.
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In this article, thirteen case studies are analysed which study the innovation processes renewing structures and forms of employee participation in companies in private and public sectors of industry in the Netherlands. In the majority of the case studies, new hybrid forms between representative and direct participation have been launched, in which elected members of works councils co-operate with non-member employees, mostly in temporary projects. These initiatives show successful results in mobilizing employee involvement in representative as well as in direct workers’ participation, and in improving efficiency and effectiveness in consultations with management in the workplace, as well as with company directors. At the same time, however, works councils have compromised on lowering the number of seats on their councils, leading to dilemmas around questions of democracy, formal powers and coordination. Furthermore, these experiments show limitations in their scope. Firstly, they hardly address more effective inclusion of the many (younger) workers with flexible contracts in employee participation schemes, nor the broader potential impacts on companies’ strategic decision-making. It can be concluded that practices aimed at renewing employee participation develop within the confines of the traditional characteristics of Dutch industrial relations, such as cooperative relationships between works councils and management, a low level of interventions from trade unions and a focus on the field of operational management (rather than on conflictual workers interests and strategic issues).
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Graham, Jill W., and Anil Verma. "Predictors and Moderators of Employee Responses to Employee Participation Programs." Human Relations 44, no. 6 (June 1991): 551–68. http://dx.doi.org/10.1177/001872679104400602.
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