Artículos de revistas: "Management Employee participation"

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Larson, James S. "Employee Participation in Federal Management". Public Personnel Management 18, n.º 4 (diciembre de 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, n.º 1 (1 de marzo de 1995): 187–90. http://dx.doi.org/10.1177/0950017095009001012.

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Cressey, Peter. "Employee Participation". Work, Employment and Society 9, n.º 1 (marzo de 1995): 187–90. http://dx.doi.org/10.1177/095001709591011.

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4

Jasińska, Joanna. "Organizational Change Management and Employee Participation". Journal of Clinical Case Studies Reviews & Reports 2, n.º 2 (30 de abril de 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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Triantafillidou, Eleni y Theodore Koutroukis. "Employee Involvement and Participation as a Function of Labor Relations and Human Resource Management: Evidence from Greek Subsidiaries of Multinational Companies in the Pharmaceutical Industry". Administrative Sciences 12, n.º 1 (9 de marzo de 2022): 41. http://dx.doi.org/10.3390/admsci12010041.

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Employee involvement and participation is part of Labor Relations and Human Resource Management. This study is to identify how and to what extent employee involvement and employee participation mechanisms are used in the Greek subsidiaries of multinational companies in the pharmaceutical industry. The issues examined in this study are the design of employee involvement and participation practices, the similarities and differences of employee participation practices in the group of companies internationally, corporate employee communication and consultation mechanisms, corporate policy towards trade unions and the EWC nature and agreements. The research method is qualitative with semi-structured interviews conducted with management executives, human resource management executives and the selected organizations participating in the study are active in the pharmaceutical industry and fall within the scope of Directive 2009/38/EC/16.5.2009 on the right of employees to information and consultation at Community-scale companies and groups of companies. The findings indicate that most of the participant companies when designing employee involvement and participation practices, consider a formal model of best practices that has been codified for all multinational companies. Regarding the global company’s policy on consultation and employee involvement most of the participant companies state that they provide a little more than the institutional framework requires. Nevertheless, management receives information about the activity and meetings of the EWC systematically at the time of EWC meetings. Increasing employee participation requires both management attention and initiatives on the part of employees.

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Triantafillidou, Eleni y Theodore Koutroukis. "Human Resource Management, Employee Participation and European Works Councils: The Case of Pharmaceutical Industry in Greece". Societies 12, n.º 6 (21 de noviembre de 2022): 167. http://dx.doi.org/10.3390/soc12060167.

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Employee participation is a broad notion that encompasses sets of practices that enable employees to participate in the decision-making process on issues affecting them leading to a committed workforce. According to the 2009/38/EC Directive, a European Workers’ Council (EWC) is established in all undertakings and all community-scale groups of undertakings for the purpose of informing and consulting employees. This study investigates the impact of employee participation on employees and organizations and more specifically the potential benefits and the added value of participation for employees and organizations, the potential costs and threats of employee participation and the added value of EWCs in multinational subsidiaries in the pharmaceutical industry in Greece. The data gathering was carried out through in-depth semi-structured interviews with management, HR executives, trade union representatives and EWC representatives using a semi-structured questionnaire based on the state-of-the-art literature review. Organizations participating in the study are subsidiaries of multinational companies with an active European Works Council in the pharmaceutical industry in Greece. Findings suggest that there are potential benefits of employee participation practices for the employees and added value for the pharmaceutical companies and provide a useful perspective for managers and researchers in the field of labor relations and human resource management.

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Atouba, Yannick. "How does participation impact IT workers' organizational commitment? Examining the mediating roles of internal communication adequacy, burnout and job satisfaction". Leadership & Organization Development Journal 42, n.º 4 (1 de marzo de 2021): 580–92. http://dx.doi.org/10.1108/lodj-09-2020-0422.

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PurposeThe purpose of this study is to revisit the relationship between employee participation and organizational commitment to determine the mediational mechanisms that underlie it. Specifically, the study examines the role of three heretofore unexamined mediators, namely internal communication quality, burnout and job satisfaction and empirically tests multiple alternative explanations/paths for the relationship between employee participation and organizational commitment.Design/methodology/approachThe data for this study were collected using a cross-sectional online survey of 111 IT professionals (e.g. engineers, technicians, etc.) employed at a public IT company (PITC) in the Midwest of the USA.FindingsOverall, the results of this study provide strong support for an indirect relationship between employee work participation and organizational commitment. More specifically, the results of the study show that that relationship is mediated by internal communication adequacy, job satisfaction, as well as the path Burnout—job satisfaction.Originality/valueThis study makes an important contribution to our understanding of how to make the implementation and evaluation of participative practices more effective. It identifies/clarifies the conditions under which participative approaches are likely to induce employees' organizational commitment.

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Portis, Bernard. "Neal Herrick, Joint Management and Employee Participation". Relations industrielles 46, n.º 2 (1991): 489. http://dx.doi.org/10.7202/050688ar.

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9

Zwick, Thomas. "Employee participation and productivity". Labour Economics 11, n.º 6 (diciembre de 2004): 715–40. http://dx.doi.org/10.1016/j.labeco.2004.02.001.

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Little, Anna, Russell Wordsworth y Sanna Malinen. "Workplace exercise programmes – how organizational factors influence employee participation". Development and Learning in Organizations: An International Journal 34, n.º 6 (19 de diciembre de 2019): 37–39. http://dx.doi.org/10.1108/dlo-10-2019-0252.

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Purpose Past research identifies many positive outcomes associated with workplace exercise initiatives. Realizing these outcomes is, however, dependent on securing sustained employee participation in the initiative. This study examines how organizational factors influence employee participation in workplace exercise initiatives. Design/methodology/approach The study utilizes data from 98 employees who were provided with the opportunity to participate in a workplace exercise initiative. Data were collected via an online survey as well as semi-structured interviews. Findings The paper shows that organizational, rather than individual-level, factors had the greatest impact on employee participation in workplace exercise initiatives. Leadership support for well-being was particularly important and had a significant effect on participation frequency. This relationship was moderated by employee perceptions of employer intentions, such that the more genuine and caring an employer’s intentions were perceived to be, the more likely employees were to participate. Our findings also show that perceived employer intentions have a significant direct effect on employee participation. Research implications We extend research on employee participation in well-being initiatives by considering the influence of organizational, rather than individual-level, factors. Practical implications This research is of practical significance as it highlights the importance of positive leadership in fostering physical well-being in the workplace. It reinforces that sustained participation in workplace exercise initiatives requires deliberate planning, promotion and support from organizational leaders. Originality/value Most studies of workplace exercise and well-being initiatives focus on individual barriers to participation. Our study highlights the important role of leadership support and perceived intentions as organizational influences on employee participation.

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Poutsma, Erik, John Hendrickx y Fred Huijgen. "Employee Participation in Europe: In Search of the Participative Workplace". Economic and Industrial Democracy 24, n.º 1 (febrero de 2003): 45–76. http://dx.doi.org/10.1177/0143831x03024001599.

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Li, Minglong y Cathy H. C. Hsu. "Customer participation in services and employee innovative behavior". International Journal of Contemporary Hospitality Management 30, n.º 4 (9 de abril de 2018): 2112–31. http://dx.doi.org/10.1108/ijchm-08-2016-0465.

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Purpose This paper aims to investigate the influence of customer participation in services on the innovative behaviors of employees. Although previous studies have acknowledged the importance of customers in service innovation and investigated how customer participation in product development teams affect innovation, the effect of mandatory customer participation in services on the employee innovative behavior has not been examined. In addition to addressing such gap, this study proposed the mediating role of interpersonal trust in the relationship between customer participation and employee innovative behavior and then tested the hypotheses in a restaurant context. Design/methodology/approach A total of 514 valid questionnaires were collected from frontline employees or entry-level managers in 25 well-known restaurants (including 14 hotels and 11 freestanding restaurants) in Beijing, China. The relationships among customer participation, interpersonal trust and employee innovative behavior were examined using structural models analyzed in AMOS 20.0. Findings The structural equation modeling results indicate that customers’ information and emotional participation in services significantly influence the innovative behavior of employees, whereas behavioral participation does not. In addition, a high level of interpersonal trust between customers and employees may increase employee innovative behaviors. Moreover, unlike cognitive trust, affective trust mediates the relationship between customer information or emotional participation and employee innovative behavior. Practical implications Findings indicate that service firms can encourage customers to participate actively in service co-creation; their participation in terms of information is encouraged to foster employee innovative behaviors by training employees and establishing an appropriate climate for information exchange. Moreover, service firms must pay attention to the emotions of customers during the service processes. Furthermore, the affective trust between customers and employees is significant to service firms, which need to take measures for employees to manage their relationships with customers well. Originality/value Based on the concepts of service marketing and organizational behavior, this study contributes to the research on customer–employee co-production and employee innovative behavior from an interdisciplinary perspective. The study reveals the influencing mechanism of customer participation on employee innovative behavior and contributes to the research on customer–employee interpersonal trust. Previous studies emphasized the importance of trust among work group members in innovation, while this study supports the association between customer–employee interpersonal trust and employee innovative behaviors.

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Gilberg, Jay. "Managerial Attitudes toward Participative Management Programs: Myths and Reality". Public Personnel Management 17, n.º 2 (junio de 1988): 109–23. http://dx.doi.org/10.1177/009102608801700202.

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Renewed scholarly interest in forms of participative management links theories of employee motivation with job design and organizational change. Of the various obstacles to initiation and implementation of employee involvement plans the managerial barrier, rather than employee, structural, or situational barriers, is the primary concern here. To empirically analyze managerial attitudes toward participative management programs a questionnaire instrument was developed and distributed to managers in four large organizations, netting a sample of over 200 managerial respondents. The findings of the study indicate that: (1) there is a “participation gap” in 13 of 15 practices surveyed where managers would prefer more participation than currently exists and; (2) managers who use participatory techniques overwhelmingly find that they have a favorable impact on employee performance and employee attitudes at work. The implications of the findings are that there is a high degree of interest in participative management and in most cases the actual and perceived benefits outweigh the drawbacks in the view of managerial personnel.

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Tros, Frank. "Innovating employee participation in the Netherlands". Industrielle Beziehungen. Zeitschrift für Arbeit, Organisation und Management 29, n.º 1 (17 de octubre de 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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Cohen, H. Harvey y Joseph Cohen. "Employee Participation in a Hospital Hazard Management System". Ergonomics in Design: The Quarterly of Human Factors Applications 12, n.º 3 (julio de 2004): 13–18. http://dx.doi.org/10.1177/106480460401200304.

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Grissom, Jason A. "Revisiting the Impact of Participative Decision Making on Public Employee Retention". American Review of Public Administration 42, n.º 4 (28 de abril de 2011): 400–418. http://dx.doi.org/10.1177/0275074011404209.

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A large body of management research has linked participation by employees in organizational decision making to employee-level outcomes such as job satisfaction, with nearly all studies finding positive associations. This study questions whether the impact of employee policy influence on employee-level outcomes is contingent on management effectiveness, hypothesizing that employee outcomes may be negatively affected by the exercise of influence if participation is facilitated poorly or comes in response to a void created by inadequate organizational management. Focusing specifically on employee turnover in a nationwide sample of 6,300 public schools, the study finds strong evidence of an interactive effect. While employees are less likely to turn over under effective managers regardless of their degree of organizational policy influence, under ineffective managers turnover increases as employees’ perceived influence increases. Results suggest that investment in management competence may be a necessary precondition for some public organizations to benefit from increasing participation.

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Baran, Małgorzata y Barbara Sypniewska. "The Impact of Management Methods on Employee Engagement". Sustainability 12, n.º 1 (6 de enero de 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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Baku, Anita Asiwome Adzo, Tee KengKok, Rozanah Abdul Rahman y Dahlia Zawawi. "Making a Case for Informal Participation in Occupational Safety and Health Management". International Journal of Business Administration and Management Research 3, n.º 1 (29 de marzo de 2017): 37. http://dx.doi.org/10.24178/ijbamr.2017.3.1.37.

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Abstract-A myriad of research have listed organisational commitment, reduced employee turnover, increased productivity amongst others, as some of the benefits of employee participation in management. Some studies on employee participation, however,indicates that, employees are generally reluctant to use formal avenues created for them to contribute to management. This is especially so because management mostly uses such formal avenues for a top-down information transfer. Also, employees have the fear of being victimised if they raise issuesof concern thatboarders on the use of finance or on something they assume may be offending to management during such meetings. In Ghana, the high annual accident and injury claims made by employees from the manufacturing industry requires urgent action by manufacturing organisations. Legislature on occupational safety and health (OSH) is scattered, with different oversight agencies, inadequate enforcement,and the absence of laws that require the establishment of a health and safety committee which is standard practice in mostdeveloped jurisdictions.In the light of the weak OSH legal and regulatory framework, coupled with the fact that employees feel reluctant to report their safety predicaments during formal meetings, it is important that management and employees create the necessary environment for employees to participate in safety management. Indeed, studies suggest that the existence of such informal avenues in organisations for employee participation in management decision making will enable open discussions on employee safety issues and therefore lead to the prioritisation of OSH in those organisations. Nevertheless, research indicates that informal participation has received little research attention especially with regards to Ghana. This study makes a case for the use of informal participation in ensuring safety in manufacturing companies in Ghana.

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Gaffney, Michael E., John Simmons y William Mares. "Working Together: Employee Participation in Action." Industrial and Labor Relations Review 39, n.º 4 (julio de 1986): 621. http://dx.doi.org/10.2307/2523280.

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Delbridge, Rick y Keith Whitfield. "Employee Perceptions of Job Influence and Organizational Participation Employee Perceptions". Industrial Relations 40, n.º 3 (julio de 2001): 472–89. http://dx.doi.org/10.1111/0019-8676.00220.

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Hunton-Clarke, Lynsey, Walter Wehrmeyer, Roland Clift, Philip McKeown y Henry King. "Employee Participation in Environmental Initiatives". Greener Management International 2002, n.º 40 (1 de diciembre de 2002): 45–56. http://dx.doi.org/10.9774/gleaf.3062.2002.wi.00005.

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Kumar, Manish y Hemang Jauhari. "Employee participation and turnover intention". Journal of Workplace Learning 28, n.º 8 (10 de octubre de 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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Waladali, Emad. "The impact of perceived effectiveness of performance management system on affective commitment: Employee participation as a moderator". Problems and Perspectives in Management 20, n.º 1 (5 de abril de 2022): 514–31. http://dx.doi.org/10.21511/ppm.20(1).2022.41.

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Palestinian companies nowadays realize the importance of performance management systems. This study examines the moderating effect of employee participation in the relationship between perceived effectiveness of performance management system and affective commitment of employees in Palestinian service companies. A questionnaire was designed using Google Docs and distributed randomly via e-mail among 174 employees working in Palestinian service companies. A structural equation modeling, using AMOS V26, was used to test the hypotheses. The findings showed that perceived effectiveness of performance management system has a significant positive impact on affective commitment (β = 0.77; p-value = 0.000). While the justice dimension of perceived effectiveness of performance management system has a significant positive impact on affective commitment (β = 0.52; p-value = 0.007), the accuracy dimension was found insignificant (β = 0.26; p-value = 0.178).Regarding the moderating effect, neither the interaction between the perceived effectiveness of performance management system and employee participation (β = –0.031; p-value = 0.465) nor the justice dimension was significant (β = 0.103; p-value = 0.203). Nevertheless, the interaction between the accuracy dimension and employee participation was negative (β = –0.14; p-value = 0.034). This study yielded support for the importance of perceived effectiveness of performance management system. Employees who perceived the performance of management system to be effective have higher affective commitment. Therefore, managers, especially HR managers, in service companies should pay more attention to the perceived effectiveness of performance management system, especially its justice dimension, to gain the benefits of committed employees.

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Tyler, Thomas T. "Employee Participation through Consultative Team Selling". Journal of Business & Industrial Marketing 5, n.º 2 (febrero de 1990): 37–41. http://dx.doi.org/10.1108/eum0000000002743.

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Rubel, Mohammad Rabiul Basher, Nadia Newaz Rimi y Tim Walters. "Roles of Emerging HRM and Employee Commitment: Evidence from the Banking Industry of Bangladesh". Global Business Review 18, n.º 4 (2 de mayo de 2017): 876–94. http://dx.doi.org/10.1177/0972150917692223.

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This study examines the roles emerging human resource management (HRM) plays in enhancing employee commitment to the organization from the perspective of social exchange theory (SET). In this relationship, HRM roles represent the mechanisms through which managers’ actions, behaviours and HRM procedures affect employees’ commitment to the organization. A self-administered questionnaire survey was employed for data collection from a sample of 217 respondents drawn from front-line employees working in private commercial banking organizations in Bangladesh. Using structural equation analysis, the results indicated a significant and positive influence of the roles of emerging HRM, namely, procedural justice, organizational communication, empowerment, employee development and participation as determinants of employee commitment to the organization. In this study, the five-dimensional emerging HRM roles had a positive relationship with employee commitment to the organization. Thus, organizations and their top management should have interest in, and nourish, a supportive HRM environment, and must provide a strong priority to HRM through which they will demonstrate their commitment to open communication, empowerment, participation, investment in employee development and a just environment to get employee commitment in a long-lasting, high-quality commitment-focused relationship.

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Saridakis, George, Yanqing Lai y Stewart Johnstone. "Does workplace partnership deliver mutual gains at work?" Economic and Industrial Democracy 41, n.º 4 (5 de diciembre de 2017): 797–823. http://dx.doi.org/10.1177/0143831x17740431.

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This article uses a large matched employer–employee dataset to assess the outcomes of workplace partnership for British firms and workers, and the HR practices associated with ‘mutual gains’. The findings suggest that HR practices which promote employee voice and participation can deliver mutual gains for both employees and employers, but that it is the combination of direct and indirect participation which appears to be most useful in generating superior outcomes for all stakeholders. However, some practices such as high levels of job flexibility and team briefing procedures are found to be negatively associated with work-related attitudes and/or organizational performance.

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Graham, Jill W. y Anil Verma. "Predictors and Moderators of Employee Responses to Employee Participation Programs". Human Relations 44, n.º 6 (junio de 1991): 551–68. http://dx.doi.org/10.1177/001872679104400602.

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Baloff, Nicholas y Elizabeth M. Doherty. "Potential pitfalls in employee participation". Organizational Dynamics 17, n.º 3 (diciembre de 1989): 51–62. http://dx.doi.org/10.1016/0090-2616(89)90036-3.

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Martin, Ann y Neal Herrick. "Joint Management and Employee Participation: Labor and Management at the Crossroads." Industrial and Labor Relations Review 44, n.º 3 (abril de 1991): 573. http://dx.doi.org/10.2307/2524176.

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Lansbury, Russell D. "Book Reviews : Employee Participation in Europe". Journal of Industrial Relations 39, n.º 1 (marzo de 1997): 157–58. http://dx.doi.org/10.1177/002218569703900108.

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Eaton, Adrienne E. "The Survival of Employee Participation Programs in Unionized Settings". ILR Review 47, n.º 3 (abril de 1994): 371–89. http://dx.doi.org/10.1177/001979399404700301.

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Data from two surveys are analyzed to identify determinants of the survival of participative programs in unionized settings. The first survey responses were collected in 1987 from local union representatives of 86 bargaining units involved in a participation program; the second were collected from 66 of those same representatives, as well as 49 of their management counterparts, three years later. A surprisingly low failure rate of approximately 20–30% was reported. The results indicate that the perspectives of managers and union representatives differed sharply. For example, union representatives, but not managers, often ascribed program failure to poor labor-management relations and concessionary bargaining; and union respondents were considerably more likely than management respondents to perceive a program as defunct.

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Gaffney, Michael E. "Book Review: Management: Working Together: Employee Participation in Action". ILR Review 39, n.º 4 (julio de 1986): 621–22. http://dx.doi.org/10.1177/001979398603900441.

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Skorupińska, Katarzyna. "Direct employee participation in the management of polish companies". Journal of Positive Management 4, n.º 1 (11 de marzo de 2014): 78. http://dx.doi.org/10.12775/jpm.2013.006.

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Magner, Nace, Robert B. Welker y Gary G. Johnson. "Evidence Of Value-Expressive Participation Effects In Budgeting". Journal of Applied Business Research (JABR) 9, n.º 2 (2 de octubre de 2011): 104. http://dx.doi.org/10.19030/jabr.v9i2.6083.

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

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Kandel, Laxman Raj. "Relationship Between Human Resource Management Practices And Employee Commitment". Nepalese Journal of Management Research 2, n.º 1 (9 de septiembre de 2022): 44–53. http://dx.doi.org/10.3126/njmgtres.v2i1.48265.

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The general objective of the study was to analyze the relationship between human resource management practices and employee commitment in Nepalese commercial banks. Descriptive research design was once used for the study. The study targeted 250 employees in Nepalese commercial banks. Questionnaires had been used as instruments for data collection. Descriptive and inferential information had been used to analyze the data. The study observed that all the human resource management practices studied influences employee commitment. This is evidenced by the findings that employee commitment is positively related with compensation, training and development, career planning, employee participation, and performance appraisal. The study concluded that human resource management practices such as compensation, training and development, career planning, employee participation, and performance appraisal influence employee commitment at Nepalese commercial banks is it affective, normative and continuance commitment in the organization. It is recommended that Nepalese commercial banks should improve on other aspects of human resource management practices such as compensation, and training and development as they had weaker relationship compared to other variables. The research finally endorsed that another study be prepared in other banks on the encounters facing the enactment of human resource management practices intended at motivating employees.

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Jones, Derek C., Panu Kalmi, Takao Kato y Mikko Mäkinen. "Complementarities between Employee Involvement and Financial Participation". ILR Review 70, n.º 2 (20 de julio de 2016): 395–418. http://dx.doi.org/10.1177/0019793916657538.

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The authors investigate whether productivity is greater if firms use employee involvement (EI) in decision making and financial participation (FP) as complementary practices. Based on representative panel data from Finnish manufacturing firms, the study uses diverse specifications to examine different theoretical explanations of the productivity effects of complementarities. The authors find virtually no evidence to support the theory of complementarities when EI and FP are simply measured by their incidence. They do find some evidence for complementarities using cross-sectional data (controlling for several covariates that related work has found to be important for firm performance) and also when analyses use measures of the intensity of FP. In accounting for differences in empirical findings across varying settings, the findings suggest that outcomes depend on the institutional context and are sensitive to variation in measurement and analytical methods.

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Poutsma, Erik, Willem de Nijs y Michael Poole. "The global phenomenon of employee financial participation". International Journal of Human Resource Management 14, n.º 6 (septiembre de 2003): 855–62. http://dx.doi.org/10.1080/0958519032000106119.

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González-Boubeta, Iván, Iago Portela-Caramés y J. Carlos Prado-Prado. "Improving through employee participation: The case of a Spanish food manufacturer". Journal of Industrial Engineering and Management 14, n.º 3 (28 de abril de 2021): 405. http://dx.doi.org/10.3926/jiem.3362.

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Purpose: Employee participation is considered a fundamental pillar to implement continuous improvement. Based on this consideration, this article presents an action research case study in a large food manufacturer where employee participation is implemented. The experience has a two-fold objective: improve performance of the production system and make the participative philosophy deep-rooted among workers.Design/methodology/approach: The authors implement a structured participation system, establishing an approach of empowerment and focusing on the creation of suitable organizational structures. Under those premises, improvement teams were created on each of the firm’s production lines. Once the participation of the workers is finished, they were given a questionnaire to assess how deep-rooted the participative culture had become.Findings: The results show a remarkable improvement in the efficiency of manufacturing processes, as well as the consolidation of a participative philosophy. However, there are notable differences in the results obtained for each improvement team.Research limitations/implications: The differences obtained in the results highlight certain issues that future research must tackle. These include the way in which the staff should be rewarded for their participation or what the influence of the organizational context is when setting improvement objectives.Practical implications: The positive results obtained support the methodology proposed by the authors for structuring participation. Organizations can set up projects of this type to improve their competitiveness while at the same time strengthening the commitment of their personnel.Originality/value: This is one of the first studies in the field of employee participation that jointly assess the economic area and the cultural and organizational plane.

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Pendleton, Andrew, John McDonald, Andrew Robinson y Nicholas Wilson. "Employee Participation and Corporate Governance in Employee-Owned Firms". Work, Employment & Society 10, n.º 2 (1 de junio de 1996): 205–26. http://dx.doi.org/10.1177/0950017096010002002.

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Pendleton, Andrew, John McDonald, Andrew Robinson y Nicholas Wilson. "Employee Participation and Corporate Governance in Employee-Owned Firms". Work, Employment and Society 10, n.º 2 (junio de 1996): 205–26. http://dx.doi.org/10.1177/0950017096102001.

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Osei-Bonsu, Noble. "THE IMPACT OF CHANGE MANAGEMENT ON JOB SATISFACTION OF EMPLOYEES IN GHANA’S BANKING SECTOR". Problems of Management in the 21st Century 9, n.º 2 (5 de septiembre de 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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Yang, Albert Jing-Fuh, Chia-Wen Hung y Siao-Fen Huang. "Exploring Customer Participation and Value". WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 18 (25 de enero de 2021): 345–59. http://dx.doi.org/10.37394/23207.2021.18.35.

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Emerging marketing perspectives show that customer participation creates new opportunities for value creation. A perspective in the marketing section should be highlighted, a new opportunity must be emphasized, and customer participation should be used as a means to define the relationship benefits through their participation. The goal of customer participation is to create a high-value service process by creating cooperation with customers. This study describes and develops hypothesis verification. In the context of professional financial services in Taiwan, this study explores the effect of customer participation on value creation and satisfaction from customer and employee perspectives. It also analyzes the effects of different customer capabilities and employees’ emotional intelligence. The source of data collection is a total of 383 customer questionnaires from domestic financial institutions of two types of bank (public and private) to verify (1) how customer participation affects customer satisfaction and employee job satisfaction through relationship value creation, (2) how customer ability affects the relationship between value creation and satisfaction, and (3) how employees’ emotional intelligence affects the relationship between relationship value creation and job satisfaction. This study uses the structural equation model to verify the research hypothesis and obtains the following results through empirical research: 1. Customer participation affects customer satisfaction through relationship value creation. 2. Customer participation does not completely create positive employee relationship value, which may increase work pressure. 3. Interference results show that customer ability can promote customer satisfaction, whereas employee emotional intelligence does not necessarily affect the relationship between employee relationship value creation and job satisfaction. These results contribute to the banking industry. Customer participation can promote value creation by arranging customers and financial specialists to have an appropriate interactive relationship and professional services

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Jurburg, Daniel, Elisabeth Viles, Martin Tanco, Ricardo Mateo y Álvaro Lleó. "Understanding the main organisational antecedents of employee participation in continuous improvement". TQM Journal 31, n.º 3 (8 de mayo de 2019): 359–76. http://dx.doi.org/10.1108/tqm-10-2018-0135.

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Purpose Companies use continuous improvement (CI) as a strategy to achieve business excellence and innovation. Yet CI initiatives fail mostly due to a lack of employee engagement. The paper aims to discuss this issue. Design/methodology/approach Based on the CI literature and the technology acceptance model (TAM), a comprehensive model called continuous improvement acceptance mode (CIAM) was developed to understand the main organisational antecedents that predict employee intention to participate in CI. The CIAM is based on structural equation modelling using partial least squares and it was validated in a large manufacturing plant in Europe. Findings Emulating the findings of the TAM, this study shows that employee intention to participate can be predicted by two variables called ease of participating and usefulness of participating. The CIAM then relates these constructs with relevant CI enablers found in the CI literature. Practical implications The CIAM could help academics and practitioners to better understand employee participation in CI activities, allowing CI systems to be better designed and achieve long-term sustainability. Originality/value The CIAM presents new variables and interactions that help to understand employee participation in CI activities. Some of these variables and interactions have received scant attention in the CI literature and thus they are worth investigating in greater depth in the future.

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Neill, Marlene S., Linjuan Rita Men y Cen April Yue. "How communication climate and organizational identification impact change". Corporate Communications: An International Journal 25, n.º 2 (20 de noviembre de 2019): 281–98. http://dx.doi.org/10.1108/ccij-06-2019-0063.

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Purpose The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees’ attitudinal and behavioral reactions. Design/methodology/approach To test the hypothesized model, the authors conducted an online survey using a stratified and quota random sample of 1,034 US employees working in diverse industry sectors in June of 2018, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software. Findings An open and participative communication climate directly contributes to employee affective commitment to change and behavioral support. Communication climate featured by openness and participation boosts employee identification with the organization, which leads to positive employee reaction to change. When employees identify with the organization, they tend to believe in the inherent value of the change and are more likely to support the change initiative in action through cooperation and championship. Originality/value Theoretically, the study contributes to the change management and communication literature by focusing on the role of communication climate in inducing employee reaction to organizational change. Practically, the study offers insights for change managers, internal communication professionals and organizational leaders. Organizational leaders need to be open, create a trusting atmosphere and actively involve employees in the decision-making process. Organizational leaders and communicators should also strive to boost employee identification with the organization, especially during change.

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

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The fast changes in global order have to be anticipated by the company’s management in order to be able to compete. This change affects the organizational system and the company’s leadership style to improve their employees’ participation. Leadership style determines the level of employees’ participation and empowers them in reaching the targets that have been determined by the management. The data retrieval is using a questionnaire from the employees of an animal feed manufacturing company. The data retrieval technique is by using all the 50 employees of the company. The data analysis of this study is using partial least square (PLS). The result of this study is to find that leadership style has a significant influence on employee engagement and work environment. Employee engagement and work environment impact significantly toward the performance of the employees. The result of the study also shows that leadership style can not directly impact the performance of the employees, because leadership style is an interaction between top management with the employees so that it needs an intermediate variable in increasing the performance of employees.

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Lewis, Howard B., Andrew S. Imada y Michelle M. Robertson. "Xerox Leadership through Quality: Merging Human Factors and Safety through Employee Participation". Proceedings of the Human Factors Society Annual Meeting 32, n.º 13 (octubre de 1988): 756–59. http://dx.doi.org/10.1518/107118188786762315.

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Organizations are addressing problems resulting from increasing international competition and complex technologies by implementing participative management techniques. Recent evidence suggests that participatory ergonomics can be an effective, cost-efficient method for solving a variety of production, human factors, and safety related problems. This paper presents an example of how participative management has been used effectively in introducing human factors, sociotechnical, and safety change in a large international organization. Case studies such as this one demonstrate how participation can reduce costs, training requirements, injuries, and absenteeism.

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Mishra, Vinod y Russell Smyth. "Workplace policies and training in China: evidence from matched employee-employer data". International Journal of Manpower 36, n.º 7 (5 de octubre de 2015): 986–1011. http://dx.doi.org/10.1108/ijm-10-2013-0249.

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Purpose – The purpose of this paper is to examine the extent to which workplace policies and practices are related to participation in, and frequency and duration of, workplace training, controlling for worker and workplace characteristics. Design/methodology/approach – The authors regress variables depicting participation, frequency and duration of workplace training on workplace policies and control variables. In the case of participation in training, the dependent variable is binary; hence, the authors use a logit model. To examine the number of times which employees participate in training and the number of days they spend training the authors use a Tobit model. The Lewbel (2012) method is used to examine whether there is a causal relationship between workplace policies and the frequency, and duration, of training. Findings – The findings suggest that about half of the workplace policies considered are positively correlated with the incidence and breadth of workplace training. There is also some support for the view that bundling of policies is positively correlated with the provision of workplace training. The Lewbel (2012) results suggest a causal relationship between a bundle of workplace policies and the frequency, and duration, of workplace training. There is, however, no evidence that workplace policies designed to devolve responsibilities to workers and incentivize staff polarizes skills through resulting in more training for professional staff over others. Originality/value – The authors use matched employer and employee cross-sectional data for Shanghai in China. To this point most studies that have examined the determinants of training use data for Europe or the USA. There are few studies of this sort for countries in other regions and, in particular, developing or transition countries. There are no studies at all on the relationship between workplace policies and practices designed to promote organizational performance and training in developing or transitional countries. This study addresses this gap in the understanding of the factors related to on-the-job training in transitional countries, such as China.

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Markey, Raymond. "Non-Union Employee Representation in Australia". Journal of Industrial Relations 49, n.º 2 (abril de 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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Wang, Taiyuan, Stewart Thornhill y Bin Zhao. "Pay-for-Performance, Employee Participation, and SME Performance". Journal of Small Business Management 56, n.º 3 (27 de septiembre de 2016): 412–34. http://dx.doi.org/10.1111/jsbm.12268.

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Markey, Raymond y Keith Townsend. "Contemporary trends in employee involvement and participation". Journal of Industrial Relations 55, n.º 4 (23 de julio de 2013): 475–87. http://dx.doi.org/10.1177/0022185613489389.

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