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Bibliografias temáticas / Management Employee participation

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Literatura científica selecionada sobre o tema "Management Employee participation"

Autor: Grafiati

Publicado: 4 de junho de 2021

Última modificação: 30 de julho de 2024

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Artigos de revistas sobre o assunto "Management Employee participation"

1

Larson, James S. "Employee Participation in Federal Management". Public Personnel Management 18, n.º 4 (dezembro 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 março 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 (março de 1995): 187–90. http://dx.doi.org/10.1177/095001709591011.

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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, e 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 março 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, e 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 novembro 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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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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Orizu, Chiagozie Henry, C. P. Ohanyere e Chineze J. Ifechukwu-Jacobs. "Participative Management and Employee Productivity in Agro- Entrepreneurship Firms in Anambra State". International Journal of Small Business and Entrepreneurship Research 11, n.º 1 (15 de janeiro de 2023): 1–24. http://dx.doi.org/10.37745/ijsber.2013/vol11n1124.

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The study examined the participative management and employee productivity in agro-entrepreneurship firms in Anambra state. the objectives of the study were to: examine the effect of direct employee’ participation, consultative employee’ participation, representative employee’ participation employee ownership participation on employee productivity in agro-entrepreneurship firms in Anambra state. However four hypotheses are formulated in line with the objectives. The study were anchored on Subjective Expected Utility theory (SEU) developed by L. J. Savage in 1954. The study adopted survey method of research. Data were generated through primary and secondary sources. The method for data collection was questionnaire which was administered randomly among the staff of the selected firm. The populations of the study were 2244, The sample size of the study is four hundred and thirty-two (432). While three hundred and thirty-two (332) where retrieved. The hypotheses were tested using regression method at 0.05% level of significance. The findings of the study revealed, There was significant relationship between direct employees’ participation in effective decision making and employee productivity in agro-entrepreneurship firms in Anambra state (t-7.761 p-0.00).There was significant relationship between consultative employees’ participation in effective decision making and employee productivity in agro-entrepreneurship firms in Anambra state (t-6.112 p-0.00).There was significant relationship between Representative employees’ participation in effective decision making and employee productivity in agro-entrepreneurship firms in Anambra state (t-2.836 p-0.00).The study recommends that The dimension and scope to which employee participate in organization sensitive issues should be deepened so as to attracts employee trust and commitment.Monthly or quarterly meetings and consultations with subordinates on crucial issues will stimulate employee morale and promote self-motivation as they will feel recognized and valued in the organization. This will be achieved through open and effective communication between the management and subordinates.

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Ullrich, André, Malte Reißig, Silke Niehoff e Grischa Beier. "Employee involvement and participation in digital transformation: a combined analysis of literature and practitioners' expertise". Journal of Organizational Change Management 36, n.º 8 (29 de maio de 2023): 29–48. http://dx.doi.org/10.1108/jocm-10-2022-0302.

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PurposeThis paper provides a systematization of the existing body of literature on both employee participation goals and the intervention formats in the context of organizational change. Furthermore, degrees of employee involvement that the intervention formats address are identified and related to the goals of employee participation. On this basis, determinants of employee involvement and participation in the context of digital transformation are unveiled.Design/methodology/approachBased on a systematic literature review the authors structure and relate employee participation goals and formats. Through a workshop with expert practitioners, the authors transfer and enhance these theoretical findings in the context of digital transformation. Experts rated the three most important goals and identified accompanying success factors, barriers and effects.FindingsThe results show that it is not necessarily the degree of involvement but a context-specific selection of measures, the quality of their implementation as well as the actual uptake of suggestions and activities developed by employees that contribute to employees accepting and participating in goal-directed transformations. Moreover, employees must have sufficient information and time for their participation in transformation processes.Originality/valueThis paper is based on a transformative approach, combining literature analysis to identify formats and goals of employee participation with experiential knowledge of digital transformation practitioners. In addition to relating intervention formats to goals pursued in organizational change processes, empirical and experiential perspectives are used to identify three very relevant goals and respective determinants in digital transformation processes.

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

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Teses / dissertações sobre o assunto "Management Employee participation"

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Ngan, Hon-wing, e 顔漢榮. "Participation in large project works management". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1985. http://hub.hku.hk/bib/B31263367.

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Kubheka, Praise-God Ntandokayise Mandla. "Factors influencing employee engagement during change". Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/3135.

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A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as dialogue, organisational culture and a clear4 career plan were congruent with the expected results. In other words these vriables displayed a significant association with the de[endent variables (e.g. job involvement, organisational commitment and organisational citizenship behaviour.).

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Sauls, Lucretia. "The relationship between employee engagement and performance in a South African bottling company". Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021171.

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Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.

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Parasuraman, Balakrishnan. "An examination of employee participation in the private sector Malaysian case studies /". Access electronically, 2007. http://ro.uow.edu.au/theses/20.

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Yu, Jia. "An examination on the employee participation system in China". Thesis, University of Macau, 2009. http://umaclib3.umac.mo/record=b2138653.

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Cordas, Jon D. (Jon Dmetrius). "The Emergence of a New Capitalist Ethic: Transformational Leadership and the Civil Society Movement as Emergent Paradigms Affecting Organizational and Societal Transformation". Thesis, University of North Texas, 1997. https://digital.library.unt.edu/ark:/67531/metadc278427/.

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Rapid and chaotic changes in market environments have caused business organizations to modify their organizational structures and social relationships. This paper examines the change in relationship between management and employees, which is shifting from an adversarial and controlling role to facilitation and employee empowerment. This paper's research question concerns how classical sociological theory would explain power redistribution within organizations and the formation of an associative and collaborative relationship which contradicts traditional paradigms. Traditional bureaucratic and contemporary organizational forms are compared and contrasted. Organizational climate, psycho-social components of underlying assumptions and group ethics are seen to be the mechanisms impelling transformation. Organizational change is driven by an emerging secular ethic. This ethic is embodied in an applied model of leadership and examined as an ideal type. The common ethic impelling organizational change is seen to be the same as that causing social transformation in both national and international spheres.

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7

Holden, L. T. "An Anglo Swedish Comparison of Employee Participation in the Banking Sector". Thesis, Cranfield University, 1994. http://dspace.lib.cranfield.ac.uk/handle/1826/4600.

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The purpose of this research was to compare employee participation practices in a Swedish and a British bank. There has been considerable interest in human resource management over the past decade, of which employee participation forms an important part, but there have been very few studies which attempt a qualitative comparison of international aspects of this subject. By using a wider study, the Price Waterhouse Cranfield Project on . International Human Resource Management, a European context is provided for the case study material, which examines in depth the forms and outcomes of employee participation in a Swedish and British setting. A triangulation methodology was employed using two questionnaires given to employees of each organisation, a series of in-depth interviews, a reading of company documentation and personal visits. This enabled the use of a multiple of approaches with the questionnaires providing a framework for the in-depth interviews. Four hypotheses were posed which offered tentative explanations for the similarities and differences in employee participation practices in Sweden and Britain. The findings were then analysed using Poole's Framework of Participation which proposes a number of contingent factors which influence the outcomes of employee participation. The thesis showed that Swedes allow greater participation in the workplace than the British, explanations of which are rooted in the cultural and ideological differences of the two societies. Secondly, it was shown that the drive for profit or financial stability will override participation mechanisms if it is felt necessary for survival. Thirdly, HRM techniques of employee participation are used mainly at a micro (workplace) level in the organisation as they can safely be distanced from any strategic decision making. Thus the strength of employee participation is very much anchored to the latent power of employees which is influenced by convergent forces such as economic, technological and political factors, and divergent forces such as cultural and ideological factors.

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Snape, Dawn Catherine. "Participation in and outcomes of employee share ownership : a case study". Thesis, London School of Economics and Political Science (University of London), 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285703.

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The research was conducted in a case study organisation and involved two stages. An initial attitude survey was administered to employees in the first three months of the company's employee share ownership scheme and a second survey was administered eighteen months later. In addition to the surveys, data were also obtained via depth interviews with senior managers and group discussions with employees. A series of models were developed to test possible reasons why employees joined the scheme and the nature of the relationship between the reason for joining and both participation in the scheme as well as the level of investment made to the scheme. Of particular interest was whether financial capacity was a significant factor influencing whether employees joined or the level at which they invested. The results showed that two of the models of reasons for joining predicted either participation in the scheme or the level of investment made. Financial capacity was also highly significant in predicting both participation in the scheme as well as the level of the investment. Outcomes of the scheme, both attitudinal and behavioural, were examined using employees' self-reports and 'objective' measures comparing changes over time. Analysis was also conducted to determine whether reasons for joining influenced subsequent outcomes. Employees' indicated that they expected or experienced only modest attitudinal changes as a result of the scheme and they did not expect behaviour to change. The 'objective' measures confinned that neither participation in the scheme, nor the level of investment made to the scheme were significant predictors of attitudes or behaviour eighteen months after employees had joined. Attitudes generally declined over the eighteen months between the surveys, but this again was unrelated to participation or to the level of investment in the scheme. The employees' reason for joining also did not appear to be a significant predictor of attitudes.

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Vosloo, Petro. "An investigation into the relationship between employee value proposition and work engagement". Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/4277.

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The intention of this study was to measure the work engagement and EVP of employees and further to investigate the relationship between work engagement and EVP. A secondary objective was to determine to determine to what extend intrinsic rewards of EVP affects work engagement more than extrinsic rewards. The study was quantitative in nature and data was obtained by means of an electronic survey. The EVP questionnaire and UWES were used to measure EVP and work engagement respectively. Results showed that there is no practical relationship between work engagement and EVP; however, evidence suggested a statistically significant relationship between work engagement and EVP. There was no evidence to suggest that in the relationship between work engagement and EVP, intrinsic components of EVP affect work engagement more than extrinsic rewards. It was however suggested that although the extrinsic rewards component of EVP are important in attracting and retaining employees, rewards had no correlation with work engagement. Implications of the findings suggest that rewards might be important when attracting and retaining employees to a company. However, in order to develop levels of work engagement rewards play no significant role. Companies should invest in enhancing the intrinsic components of their EVP to such an extent that it contributes to levels of work engagement.

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Viljoen, Ezalle. "Employee participation within an engineering support services company / E. Viljoen". Thesis, North-West University, 2012. http://hdl.handle.net/10394/9237.

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The general objective of this study was to explore and investigate employee participation within an engineering support services company. Attention was therefore given to the opinions and perceptions of employees and managers regarding employee participation as well as the relationship between employee participation and employees’ union membership. To conduct this study a qualitative and quantitative research design was adopted. In order to examine employees and managers’ opinions and perceptions, semi-structured one-on-one interviews were conducted with participants. Six employee participation themes were identified as well as various sub-themes. Self-developed group administrative questionnaires were also utilised to determine the relationship between employee participation and union membership. The study found that employees and managers attach positive opinions and perceptions towards employee participation therefore leading to positive participation outcomes. In exploring the relationship between employee participation and union membership it was found that 87.1% of the employees in the company did not belong to a union. It was also found that there is a statistical significance relationship between employees’ race and their tendency to join a union (0.068). Employees also indicated that they will join a union if co-management and self-management (as forms of employee participation) is not present in their organisation; with a statistical significance of 0.016 and 0.068. Information presented in this study can be used to develop effective employee participation strategies as well as assist in implementing these strategies.
Thesis (MCom (Labour Relations Management))--North-West University, Potchefstroom Campus, 2013.

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Mais fontes

Livros sobre o assunto "Management Employee participation"

1

Centre, Irish Productivity. Submission on employee participation. Dublin: Stationery Office, 1992.

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2

Psēmmenos, Iordanēs. Globalisation and employee participation. Aldershot, Hants, England: Ashgate, 1997.

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3

Ireland. Dept. of Labour., ed. Case studies in employee participation. [Dublin: Dept. of Labour, 1989.

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4

William, Mares, ed. Working together: Employee participation in action. New York: New York University Press, 1985.

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5

Power, Susan Mary. Employee participation in decision-making. Dublin: University College Dublin, 1991.

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6

Verma, R. K. Workers' participation in management. New Delhi: Oxford & IBH Pub. Co., 1991.

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7

Soulier, Roger. La participation. Courbevoie: Durante, 2007.

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Soulier, Roger. La participation. Courbevoie: Durante, 2007.

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9

Godfrain, Jacques. Politique sociale et participation. Monaco: Rocher, 1999.

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10

Kallaste, Epp. Employee participation: Case study of Estonian companies. Tallinn: Estonian Employers' Confederation, 2005.

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Capítulos de livros sobre o assunto "Management Employee participation"

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Saggese, Sara. "Employee Participation/Ownership". In Encyclopedia of Sustainable Management, 1–5. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-02006-4_210-1.

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Saggese, Sara. "Employee Participation/Ownership". In Encyclopedia of Sustainable Management, 1325–30. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_210.

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Bratton, John, e Jeffrey Gold. "Communications and Employee Participation". In Human Resource Management, 249–81. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23340-3_10.

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Silva, Titus De. "SP 048 Employee Participation". In Integrating Business Management Processes, 430–32. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9781003042846-117.

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Estrin, Saul. "Self-Management, Employee Ownership and Transition". In Equality, Participation, Transition, 145–61. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780230523098_9.

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Poutsma, Erik, e Eric Kaarsemaker. "Added Value of Employee Financial Participation". In Management for Professionals, 181–96. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-08186-1_11.

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Georgiades, Stavros. "Organizational Arrangements for Participation Leading Towards Employee Engagement". In Employee Engagement in Media Management, 61–81. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16217-1_4.

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Poutsma, Erik, Paul Ligthart, Andrew Pendleton e Chris Brewster. "The Development of Employee Financial Participation in Europe". In Global Trends in Human Resource Management, 179–213. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137304438_10.

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Nutzinger, Hans G. "Employee Participation by Codetermination, Labor Law, and Collective Bargaining". In Management Under Differing Labour Market and Employment Systems, editado por Günter Dlugos, Wolfgang Dorow, Klaus Weiermair e Frank C. Danesy, 301–12. Berlin, Boston: De Gruyter, 1988. http://dx.doi.org/10.1515/9783110859379-027.

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Iskender, Neslihan, e Tim Polzehl. "An Empirical Analysis of an Internal Crowdsourcing Platform: IT Implications for Improving Employee Participation". In Contributions to Management Science, 103–34. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52881-2_6.

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AbstractCrowdsourcing has become one of the main resources for working on so-called microtasks that require human intelligence to solve tasks that computers cannot yet solve and to connect to external knowledge and expertise. Instead of using external crowds, several organizations have increasingly been using their employees as a crowd, with the aim of exploiting employee’s potentials, mobilizing unused technical and personal experience and including personal skills for innovation or product enhancement. However, understanding the dynamics of this new way of digital co-working from the technical point of view plays a vital role in the success of internal crowdsourcing, and, to our knowledge, no study has yet empirically investigated the relationship between the technical features and participation in internal crowdsourcing. Therefore, this chapter aims to provide a guideline for organizations and employers from the perspective of the technical design of internal crowdsourcing, specifically regarding issues of data protection privacy and security concerns as well as task type, design, duration and participation time based on the empirical findings of an internal crowdsourcing platform.

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Trabalhos de conferências sobre o assunto "Management Employee participation"

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Kulachai, Waiphot, Piya Narkwatchara, Pralong Siripool e Kasisorn Vilailert. "Internal communication, employee participation, job satisfaction, and employee performance". In 15th International Symposium on Management (INSYMA 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/insyma-18.2018.31.

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Gričnik, Ana Marija, Matjaž Mulej e Simona Šarotar Žižek. "Sustainable Human Resource Management". In 7th FEB International Scientific Conference. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.epf.3.2023.35.

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Sustainable HRM (SHRM) is a new approach to people management, focusing on long-term HRM, regeneration, and renewal. It helps firms attract and retain high-quality employees: by integrating SHRM practices into their employee value proposition, firms establish unique, attractive employer brands. Socially Responsible HRM, Green HRM, Triple Bottom Line HRM, and Common Good HRM are types of SHRM. Especially these characteristics of SHRM matter: Long-term orientation, care for employees, environment, profitability, employee participation and social dialogue, employee development, external partnership, flexibility, compliance beyond labor regulations, employee cooperation, fairness, equality. SHRM is based on sustainable HR policies, such as management of employment relationships, prevention, health and safety at work, training and continuous development, diversity and equal opportunities, fair remuneration and social benefits, communication, transparency, social dialogue, attraction, and retention of employees, work–family balance. The paper presents a possible requisitely holistic model of SHRM.

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Viddal, A. H. "Harnessing Information Technology and Employee Participation for Improved Risk Management". In SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 1998. http://dx.doi.org/10.2118/46850-ms.

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Mayer, Christina, Marisa Schirmer, Thushayanthini Sivatheerthan, Susanne Mütze Niewöhner e Verena Nitsch. "Participative leadership in healthcare: Which situational contextual factors influence managers’ decision to involve employees?" In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002232.

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Today’s technological and societal developments are creating new possibilities for designing an economical, flexible and human-oriented work organization e.g. by facilitating more agile management concepts. Research has been concerned with participative leadership styles for many decades, and these have recently been gaining renewed relevance in meeting the demands placed on leadership in modern management settings. Therefore, existing concepts of participative leadership need to be put to test for today’s work organization.An established concept of participative leadership is the model by Vroom (2000, based on Vroom & Yetton, 1973 and Vroom & Jago, 1988), which distinguishes between different degrees of employee participation in decision-making processes depending on situational contextual factors. Empirical studies show that managers who use a participative decision-making style consistent with the model by Vroom have more productive and satisfied employees as well as higher decision quality (e.g. Paul & Ebadi, 1989, Pasewark & Strawser, 1994). Because this model outlines clear implications for employee participation in decision-making based on if-then operations, it can help young managers in particular to structure decision-making processes and to reflect on how to involve employees depending on specific situational contextual factors.As in other sectors, healthcare is affected by the challenges of today's work organization. As far as leadership is concerned, managers usually learn leadership behavior implicitly and there is a high demand of leadership development and the teaching of useful leadership models (McAlearney, 2006). Therefore, this study focuses on the application of the model on employee participation in decision-making processes in healthcare context and poses the following research question: Which situational contextual factors influence managers’ decision to involve employees?As a first step, literature and semi-structured interviews with healthcare managers were used to identify relevant situational contextual factors in decision-making for healthcare: time pressure, information availability, employee acceptance, employee expertise and employee engagement.In a second step, assumptions about the degree of participation depending on given situational factors in healthcare were formulated, based on empirical findings on the model by Vroom.In a third step, healthcare managers (N=30) were asked to complete a questionnaire indicating what level of participation they would choose for different combinations of the given situational contextual factors in decision-making. Following assumptions regarding participation depending on situational contextual factors were confirmed by the healthcare managers: -If there is time pressure, the manager would make decisions without employee participation. -If employee acceptance is important, there would be a group decision-making process. -If an employee has more knowledge or expertise on a decision problem than the manager, the person would be involved in the decision-making process. -If employees share the organization's goals, they can participate in the decision-making process.The findings show consistency with the decision-making model by Vroom and support the relevance of participative leadership in healthcare. Possibilities for the next step of developing a decision tree that links situational factors with if-then operations and lead to a recommended level of employee participation in decision-making processes in the healthcare context are discussed.

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Vasileva, N. V., O. A. Loktionov e N. S. Kuznetsov. "ERGONOMIC WORKPLACE PARAMETERS AND STRESS FACTORS EFFECTS TO OCCUPATIONAL RISKS LEVEL ASSESSMENT". In The 17th «OCCUPATION and HEALTH» Russian National Congress with International Participation (OHRNC-2023). FSBSI «IRIOH», 2023. http://dx.doi.org/10.31089/978-5-6042929-1-4-2023-1-105-109.

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The ergonomics of the workspace has a significant contribution to the formation of a comfortable environment for employees, increasing the efficiency of their work in modern conditions when implementing a occupational protection management system. Currently, as a result of the widespread risk-based approach, in particular the procedure for assessing occupational risks, more and more attention is being paid to the processes of identifying hazards that have a negative impact on the health of employees, including stress factors. Purpose — development a comprehensive approach to assessing occupational risks under the workplace ergonomic parameters, individual employee characteristics, affecting stress factors and the main results of the occupational safety management system procedures. Research methods. It was carried out a comparative analysis of studies of psychological and psychophysiological parameters, and were identified positive and negative factors ergonomic parameters and stress factors influence for employee. Results. An algorithm for assessing occupational risks has been developed with the ergonomic parameters of the workplace and the procedure for assessing the employee professional stress. It is indicated that three complex indicators can be used to assess the dynamics of occupational risks: indicator of professional growth, professional competencies and indicator of general health, and to reduce risks — a modular system of occupational safety training according to various programs.

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Liu Hongshen, Wang Tao, Li Hongliang e Zhang Hui. "The influence of customer participation on employee job stress—The empirical research based on the role theory". In 2011 International Conference on Management Science and Industrial Engineering (MSIE). IEEE, 2011. http://dx.doi.org/10.1109/msie.2011.5707735.

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S. N., Dharshini, Robert Raja Singh A. e Haritha S. R. "A study on Organizational Culture and its Impact on Employees Behaviour with special reference to TTK Prestige Ltd, Coimbatore". In The International Conference on scientific innovations in Science, Technology, and Management. International Journal of Advanced Trends in Engineering and Management, 2023. http://dx.doi.org/10.59544/tmur3752/ngcesi23p145.

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Organizational culture is the accepted norms and values that are associated with a particular company. These norms are seen as distinctive to a particular organization. Organizational culture can be tackled in three realms such as behaviour & artifacts, values & assumptions and beliefs. The term behaviour denotes the visible elements of culture prevailing with a certain organizational dress code, the way employees use technology in their task etc. The objective of the study is to assess the existing culture of the organization and to find its impact on employee’s behaviour, to study the relationship between organizational culture and employee behaviour, to understand how the employer encourages participation in decision making and to find out the most influencing factors affecting organizational culture. The research design used in this study is descriptive research design. Data from 50 people were collected as population study. Data was collected by survey method through structured questionnaire with close-ended questions. The primary data was obtained through questionnaire directly from the employees. The secondary data was collected through internal source and external source, company records, documents, journals & websites. The collected data has been edited, classified and tabulated. The statistical tool used in this study is Percentage analysis, Chi-square test, and Correlation and Weighted Average method.

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Bryukhova, Olga. "The Formation of an Attractive HR-Brand of a Transport Company's Target Audience of 'Young People'". In The Public/Private in Modern Civilization, the 22nd Russian Scientific-Practical Conference (with international participation) (Yekaterinburg, April 16-17, 2020). Liberal Arts University – University for Humanities, Yekaterinburg, 2020. http://dx.doi.org/10.35853/ufh-public/private-2020-60.

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The article is dedicated to studying the HR-brand of a vehicle company, and seeks ways to improve it further. Theoretical and methodological aspects of shaping the image of an organisation as an employer are now widely reflected in the works of domestic and foreign researchers in the field of human resource management. However, the applied aspects of branding in relation to specific employers from different sectors of the economy remain relevant for the study. The practical interest of the company in question is due to the high turnover rate (15%) and the shortage of young workers. For the purpose of studying the formed corporate HR-brand, the author uses an analysis of local regulations on staff management, employee questionnaires, the assessment of the employer’s value proposition, a reputational audit of the company regarding the Internet environment, etc. The analysis of the internal and external image of the employer concludes that the attractiveness of the HR brand of the enterprise among the target audience ‘young people’ needs to be improved. The successful achievement of this goal is possible through the introduction of career management practices, organising participation in professional competitions; for young promising employees already in the company, developing and implementing a preliminary programme and promoting the company on social media: for potential candidates. Forming an attractive HR brand for young people based on the implementation of a value proposition that takes into account the specifics of this target audience, using new channels and formats to promote the employer brand externally, including in the online environment, will optimise staff turnover, attract and retain talented young people and strengthen the company’s position in the market.

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Schenkel, Sandra, Guri Medici, Sven Staender e Toni Waefler. "sWafety: A Complementary Low-threshold Safety Management Process". In 14th International Conference on Applied Human Factors and Ergonomics (AHFE 2023). AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1003063.

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Effective safety management requires a reliable information basis. At the same time, established safety management systems (SMS) and surveys are known to have certain limitations, such as low participation rates or data bias due to the influence of situational factors (e.g., Pfeiffer, Manser & Wehner, 2010; Sujan, 2015). In collaboration with Swiss companies from the aviation, nuclear and healthcare industries, sWafety was developed and tested as a complementary process concept to address these shortcomings. sWafety provides a low-threshold process design and digital tool that aims to further engage and motivate employees to participate in data collection, analysis, and feedback to further improve data quality.This paper describes the design of the sWafety process, which is based on a user-centered approach as well as insights from motivation theory, gamification, and practical expertise. Key process elements are presented that support motivated employee participation through short survey cycles, low respondent burden, direct feedback processes and active user involvement in data interpretation and safety measure development. Based on a use case with a Swiss hospital, a minimum viable app-prototype was applied to test the extent to which key process elements can be transferred to operational practice and how they are evaluated by users. An eight-day application scenario of sWafety was conducted with a team of anesthesia professionals (n = 7). Prototyped process elements included daily app-based data collection and alternating feedback presentation. A formative evaluation was conducted by means of a workshop.The results of a qualitative content analysis indicate that the key process elements are transferable to operational practice. Concisely worded questions, tasks, or feedback that encourage reflection and learning, were found to be more motivating than gamification. Timely feedback, particularly on work-related information, and full transparency regarding the purposes and outcomes of the surveys also appear to be very important factors motivating participation in providing safety-related data. However, users called for more opportunities to provide bottom-up information and a more active role in discussing findings and developing safety measures.Effective implementation of sWafety into operational practice requires that the general process design is adapted to a company’s specifics. Particular attention should be paid to how local, decentralized processes can be implemented to enable timely feedback and appropriate employee involvement in discussing results and developing safety measures. Regarding low-threshold process design, the results imply that elements which trigger intrinsic motivation (e.g., learning or reflection) should be preferred over gamification. Also, further development of technical solutions for flexible interaction with the app and for data analysis can further increase the potential of sWafety.

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VELEANOVICI, Armand, Anca Elena ONCIOIU e Monika BARYLA-MATEJCZUK. "The influence of the work environment on hypersensitive employees". In Ştiință și educație: noi abordări și perspective. "Ion Creanga" State Pedagogical University, 2023. http://dx.doi.org/10.46727/c.v1.24-25-03-2023.p201-208.

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The purpose of this study is both to characterize and gain insight about the highly sensitive people (HSP) in the workplace, with the main goal of a better integration of them into the labor market and enhancement of their professional wellbeing. This research is part of the High Sensitivity (HS) series which approached the feature of sensory processing sensitivity in children (E-MOTION Project), adults (High Sensitivity – Inovative Module in Human Sciences Project) and employees (PRO-MOTION – Sensitive Career Management Project). Knowing the characteristics and the functioning of the HSP as employees may lead to much more efficient and effective career planning for them. Thus, we conducted both a qualitative and a quantitative study in order to gain insight and knowledge about the integration and wellbeing of the HSP on the labor market. The qualitative analysis addresses both the employer and the employee level and the quantitative analysis the employee level only. The further goal is to use these findings to value the resources and potential of the HS employees to achieve better work and organizational adaptation and performance on the labor market. The active participation in the study of the end users will assure that the results are based on real needs and real life situations encountered on the labor market.

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Relatórios de organizações sobre o assunto "Management Employee participation"

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Arias, Karla, David López, Segundo Camino-Mogro, Mariana Weiss, Dylan Walsh, Livia Gouvea e Michelle Carvalho Metanias Hallack. Green Transition and Gender Bias: An Analysis of Renewable Energy Generation Companies in Latin America. Editado por Amanda Beaujon Marin. Inter-American Development Bank, setembro de 2022. http://dx.doi.org/10.18235/0004461.

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This study analyzes how the energy transition might change gender bias in power-generating industries. To this end, this paper employs a sample of 102 renewable energy generation companies from six countries in Latin America and the Caribbean: Bolivia, Chile, Costa Rica, Panama, Mexico, and Uruguay. The analysis of collected data shows that renewable generation companies with the highest relative efficiency in the labor-capital ratio are those with the highest participation of women. In addition, the results show that renewable companies are incrementing recruitment of women in energy generation. Nevertheless, in the analyzed sample, the participation of women in renewables is still lower than the sectorial average. Moreover, there is no structural change with respect to roles that women occupy, when comparing renewables companies with others generation companies. Considering the companies size, bigger renewables companies (with higher installed generation capacity) tend to hire more women, but those women occupy mostly non-technical positions. In addition, women's participation decreases in positions requiring more technical occupations. Women represent 36% of STEM1 employees, 39% of non-STEM employees, and 48% of non-qualified employees of the renewable generation companies surveyed. Concerning the role of women in decision making roles within energy companies, wide gender gaps exist in executive and management positions; the proportion of females in the boardroom and in management roles for renewables generation companies was 24% and 22%, respectively. Furthermore, 68% of surveyed companies did not have a gender policy in place. This study confirms that a change in technology alone does not generate qualitative changes in the labor market from a gender perspective. Such changes would be achieved by complementing technological change with inclusion policies, encouraging women to study careers related to science and technology to fill the shortage of female professionals in these areas, and closing the knowledge gap through systematic data collection and sharing about gender in the energy workforce.

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Ahmed, Badrun Nessa, e Rizwana Islam. TEACHING AND LEARNING EXPERIENCE AT THE NATIONAL UNIVERSITY AFFILIATED TERTIARY COLLEGES IN BANGLADESH. Bangladesh Institute of Development Studies, março de 2024. http://dx.doi.org/10.57138/axvn7639.

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The Government of Bangladesh is currently implementing the College Education Development Project (CEDP) to improve participating colleges' teaching and learning environment and strengthen the strategic planning and management capacity of National University (NU) affiliated tertiary colleges in Bangladesh. The focus of CEDP is to improve the capacity of the National University College system to plan, manage, implement, and monitor institutional programs, as well as strengthen the foundation for the next phase of development activities. CEDP promotes institution-led activities that focus on creating quality teaching-learning environments in government and non-government colleges through the availability of competitive grants. The achievement of the College Education Development Project (CEDP) is the satisfaction level of students, teachers, and employers in terms of the quality and relevance of teaching. To measure the satisfaction level of the relevant stakeholders (i.e., students, teachers, and employers), three beneficiary feedback surveys (i.e., baseline, mid-term, and endline) are planned to be conducted, among which the baseline was carried out in 2019. The Bangladesh Institute of Development Studies (BIDS) conducted the Mid-term Satisfaction Survey in May-June 2022. The mid-term survey is the second of the three planned surveys of the CEDP, measuring the mid-term satisfaction level of the stakeholders, students and teachers of National University-affiliated colleges, and employers of NU graduates. This study uses data from the Mid-term Satisfaction Survey to assess the mid-term satisfaction level of students, teachers, and employers. The study was designed using a mixed-method approach, both quantitative and qualitative, to address the objectives of this study. Data analysis has used both the baseline data collected in 2019 and the mid-term data collected in this study. Using the baseline and mid-term data, a two-round panel data was constructed at the college level. Depending on the specific indicators, the program's effect at the college level was calculated. We compare the overall satisfaction level regarding all the relevant indicators by stakeholder types, i.e., principals, teachers, and students, and observe differences among the average satisfaction levels. The overall teaching and learning environment satisfaction level is 3.81 among college principals, 2.95 among teachers, and 2.57 among students. A similar pattern is also found for other indicators except the collaboration of colleges with industries. The satisfaction level regarding the collaboration of colleges with industries is noted as the lowest for principals (1.62) and teachers (1.76), and for students, it is slightly higher (2.10 on a scale of 5). The lowest satisfaction level among students is recorded for connectivity through the internet (1.89), and the highest for teaching skills (3.92). The regression results show that for the full sample, the Difference-in-Difference (DiD) of the satisfaction scores on the quality of academic infrastructure, the quality of internet connection, and the quality of facilities for students’ soft skill improvement are statistically significant. The DiD for the other two satisfaction scores, namely, the teaching and learning environment and the degree of industry linkage, are not statistically significantly different from zero. These results show that the colleges that received Institutional Development Grants (IDGs) have made a positive and statistically significant impact on the improvement of the quality of academic infrastructure, quality of internet connection and other related facilities, and quality of facilities for students’ soft skill compared to those who did not receive this grant. However, the grant has made some changes in the teaching and learning environment and the degree of industry linkage between IDG awarded colleges and IDG non-recipient colleges. These changes are not statistically significant. The overall findings from the mid-term satisfaction survey highlighted that: (1) Institutional Development Grant (IDG) has made positive and statistically significant impact on the improvement of quality of academic infrastructure, quality of internet connection and other related facilities, and quality of facilities for students’ soft skill compared to those who did not receive this grant; (2) The grant has made some changes in the teaching and learning environment and the degree of industry linkage between IDG-awarded colleges and IDG non-recipient colleges. These changes are not significant enough to increase the satisfaction level of the students, teachers, and principals. Therefore, this study proposes these recommendations for increasing the overall satisfaction level of all stakeholders: (1) The poor level of industry collaboration has been highlighted by all types of beneficiaries. To facilitate industry collaboration, job fairs should be organised every year, preferably at the district level; (2) Introducing short course facilities can increase the job market opportunities of the NU-affiliated colleges; (3) Subject-based pedagogical training for the NU teachers is highly recommended; (4) The interrelation and collaboration between NU-affiliated colleges and universities should be increased. The colleges that are not well equipped with enough facilities can collaborate with the universities to share their equipment, such as computer labs, libraries, scientific labs, etc. This will help the less privileged colleges provide quality teaching and learning facilities to the students; (5) Forming and activating the activities of Alumni Associations in the NU-affiliated colleges; (6) There should be funds available for the renovation of old academic buildings, addition to an existing building, and upgrading labs and research facilities for teachers wherever appropriate, (7) There should be some provision of need-based funds/emergency grant that might be used or made available to the college authorities in case of sudden emergency or need (e.g., a sudden flash flood in Sylhet division)

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