Статті в журналах: "Management Employee participation"

1

Larson, James S. "Employee Participation in Federal Management." Public Personnel Management 18, no. 4 (December 1989): 404–14. http://dx.doi.org/10.1177/009102608901800402.

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Employee participation in management is increasing with the influence and success of Japanese and European management practices. The federal government is following the lead of American business in adopting procedures like quality circles and the use of employee suggestions, and these procedures have highly productive results. MSPB data indicates that the limited use of quality circles in federal government has shown them efficient, and the wide use of employee suggestions has improved productivity as measured by benefit-cost ratios. The future of these forms of participation seems assured, but more wide-ranging forms like employee involvement in decision making and quality of work life programs await a final verdict on their futures.

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Cressey, Peter. "Employee Participation." Work, Employment & Society 9, no. 1 (March 1, 1995): 187–90. http://dx.doi.org/10.1177/0950017095009001012.

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3

Cressey, Peter. "Employee Participation." Work, Employment and Society 9, no. 1 (March 1995): 187–90. http://dx.doi.org/10.1177/095001709591011.

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4

Jasińska, Joanna. "Organizational Change Management and Employee Participation." Journal of Clinical Case Studies Reviews & Reports 2, no. 2 (April 30, 2020): 1–7. http://dx.doi.org/10.47363/jccsr/2020(2)119.

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Changes in modern organizations are inevitable. They are implemented purposefully and consciously in order to adjust the organization to the rapidly changing external conditions, as well as to increase or create its chances of market success. The social factor plays an extremely important role in the process of organizational change. It is people who create organizations so organizational changes apply to them in particular. Therefore, every organization should maintain a proper course of the cycle of change, with the use of appropriate methods and techniques of the change design and implementation, and above all, it should be concerned to carry out the cycle in such a way as to make employees the allies of change, to shape their proper attitude toward a change and their commitment to the process. Therefore, the aim of this paper is to develop a model of employee participation in the cycle of organizational changes. Through direct employee participation, this model explains how it is possible to get the employees involved in the process and to form appropriate attitudes to change.

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Triantafillidou, Eleni, and 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, no. 1 (March 9, 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, and Theodore Koutroukis. "Human Resource Management, Employee Participation and European Works Councils: The Case of Pharmaceutical Industry in Greece." Societies 12, no. 6 (November 21, 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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7

Portis, Bernard. "Neal Herrick, Joint Management and Employee Participation." Relations industrielles 46, no. 2 (1991): 489. http://dx.doi.org/10.7202/050688ar.

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8

Orizu, Chiagozie Henry, C. P. Ohanyere, and 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, no. 1 (January 15, 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, and Grischa Beier. "Employee involvement and participation in digital transformation: a combined analysis of literature and practitioners' expertise." Journal of Organizational Change Management 36, no. 8 (May 29, 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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10

Zwick, Thomas. "Employee participation and productivity." Labour Economics 11, no. 6 (December 2004): 715–40. http://dx.doi.org/10.1016/j.labeco.2004.02.001.

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11

Poutsma, Erik, John Hendrickx, and Fred Huijgen. "Employee Participation in Europe: In Search of the Participative Workplace." Economic and Industrial Democracy 24, no. 1 (February 2003): 45–76. http://dx.doi.org/10.1177/0143831x03024001599.

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12

Little, Anna, Russell Wordsworth, and Sanna Malinen. "Workplace exercise programmes – how organizational factors influence employee participation." Development and Learning in Organizations: An International Journal 34, no. 6 (December 19, 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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Li, Minglong, and Cathy H. C. Hsu. "Customer participation in services and employee innovative behavior." International Journal of Contemporary Hospitality Management 30, no. 4 (April 9, 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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Cohen, H. Harvey, and Joseph Cohen. "Employee Participation in a Hospital Hazard Management System." Ergonomics in Design: The Quarterly of Human Factors Applications 12, no. 3 (July 2004): 13–18. http://dx.doi.org/10.1177/106480460401200304.

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15

Tros, Frank. "Innovating employee participation in the Netherlands." Industrielle Beziehungen. Zeitschrift für Arbeit, Organisation und Management 29, no. 1 (October 17, 2022): 3–24. http://dx.doi.org/10.3224/indbez.v29i1.01.

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In this article, thirteen case studies are analysed which study the innovation processes renewing structures and forms of employee participation in companies in private and public sectors of industry in the Netherlands. In the majority of the case studies, new hybrid forms between representative and direct participation have been launched, in which elected members of works councils co-operate with non-member employees, mostly in temporary projects. These initiatives show successful results in mobilizing employee involvement in representative as well as in direct workers’ participation, and in improving efficiency and effectiveness in consultations with management in the workplace, as well as with company directors. At the same time, however, works councils have compromised on lowering the number of seats on their councils, leading to dilemmas around questions of democracy, formal powers and coordination. Furthermore, these experiments show limitations in their scope. Firstly, they hardly address more effective inclusion of the many (younger) workers with flexible contracts in employee participation schemes, nor the broader potential impacts on companies’ strategic decision-making. It can be concluded that practices aimed at renewing employee participation develop within the confines of the traditional characteristics of Dutch industrial relations, such as cooperative relationships between works councils and management, a low level of interventions from trade unions and a focus on the field of operational management (rather than on conflictual workers interests and strategic issues).

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Grissom, Jason A. "Revisiting the Impact of Participative Decision Making on Public Employee Retention." American Review of Public Administration 42, no. 4 (April 28, 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, and Barbara Sypniewska. "The Impact of Management Methods on Employee Engagement." Sustainability 12, no. 1 (January 6, 2020): 426. http://dx.doi.org/10.3390/su12010426.

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The aim of the paper is to present the findings of our own questionnaire-based quantitative study carried out in 2018. The research questionnaire was sent to companies in the databases of two universities (the database of enterprises cooperating with each university), which were selected according to the criterion of the number of employees (micro, small, medium, and large companies). The study attempted to identify the correlations among the following variables: people-oriented management, non-people-oriented management, direct active and passive participation, and engagement in work. Two research questions drove the research process: (RQ1) What are the links between people-oriented management and non-people-oriented management, direct (active and passive) participation, and work engagement? (RQ2) Does direct participation (active and passive) mediate the relationship between people and non-people-oriented management and employees’ engagement? To this end, 1037 employees of companies operating in Poland reported the intensity of people-oriented management, non-people-oriented management, and direct (active and passive) participation. Research findings revealed that people-oriented management and active participation (i.e., co-deciding) are the most significant for work engagement. Not only does non-people-oriented management entail a low level of engagement but a lower level of direct participation as well. As far as the dimensions of engagement are concerned (i.e., vigour, dedication, and absorption), if one of them is more intense, the other are intense as well. People-oriented management translates into active participation and the latter into engagement in all the three dimensions. A structural equation model demonstrated that perceived people-oriented management and active participation were strong, positive, and significant predictors of work engagement.

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Pawęska, Marcin. "Employee participation in logistics companies." Logistics and Transport 59, no. 2 (2023): 5–15. http://dx.doi.org/10.26411/83-1734-2015-1-56-1-24.

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The article refers to the basic thesis that people (employees) are the most valuable asset of any organisation. In this case, the point of reference are the logistics companies. Some characteristics of the way the TSL industry operates are presented in a very condensed form. This has been used as an argument to emphasise the importance of human resources in these companies; in particular, the importance of intellectual capital. Owing to the specific nature of these companies, the need for logistics personnel to be highly competent was clearly emphasised. In fact, this is a sine qua non for staff to be able to actively participate in what is happening in the company, especially in the decision-making process. Not only were the conditions for implementing such a management style stressed, but there were also highlighted the benefits, especially those resulting from events which are unfavourable for the company.

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Baku, Anita Asiwome Adzo, Tee KengKok, Rozanah Abdul Rahman, and Dahlia Zawawi. "Making a Case for Informal Participation in Occupational Safety and Health Management." International Journal of Business Administration and Management Research 3, no. 1 (March 29, 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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20

Gaffney, Michael E., John Simmons, and William Mares. "Working Together: Employee Participation in Action." Industrial and Labor Relations Review 39, no. 4 (July 1986): 621. http://dx.doi.org/10.2307/2523280.

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Delbridge, Rick, and Keith Whitfield. "Employee Perceptions of Job Influence and Organizational Participation Employee Perceptions." Industrial Relations 40, no. 3 (July 2001): 472–89. http://dx.doi.org/10.1111/0019-8676.00220.

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22

Ichdan, Dany Amrul, Maryani Maryani, and Yuliansyah Yuliansyah. "Participation in Decision-Making, Career Development, and Organizational Commitment." Jurnal Ilmiah Akuntansi dan Bisnis 18, no. 2 (November 20, 2023): 342. http://dx.doi.org/10.24843/jiab.2023.v18.i02.p10.

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Employee participation in decision-making is a key factor in an organization's success, significantly influencing career development and organizational commitment. This study underscores the ethical and strategic imperative for management to empower employees in decision-making processes, a vital component of human resource management. Focusing on municipal officers from the Lampung regional province, the research employed a survey method to gather data. Analysis of 70 valid responses using SmartPLS software highlighted the substantial impact of budgetary participation on both career development and organizational commitment. Moreover, the findings revealed a direct correlation between budgetary participation and organizational commitment. Employees involved in budgetary decisions demonstrated greater dedication to fulfilling the organization's objectives. The study emphasizes the significance of involving employees in budgetary decision-making processes, which directly affects career progression and commitment to the organization. Contributing to the expanding body of literature on budgetary participation in the public sector and emerging economies, this research offers insightful implications for organizations and managers aiming to enhance employee engagement and loyalty. Keywords: career development, emerging countries, organizational commitment, participation in decision-making, public sector

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Hunton-Clarke, Lynsey, Walter Wehrmeyer, Roland Clift, Philip McKeown, and Henry King. "Employee Participation in Environmental Initiatives." Greener Management International 2002, no. 40 (December 1, 2002): 45–56. http://dx.doi.org/10.9774/gleaf.3062.2002.wi.00005.

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Kumar, Manish, and Hemang Jauhari. "Employee participation and turnover intention." Journal of Workplace Learning 28, no. 8 (October 10, 2016): 496–509. http://dx.doi.org/10.1108/jwl-05-2016-0047.

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Purpose This paper aims to examine the explanatory roles of organizational justice (OJ) and learning goal/need satisfaction (LGS/LNS) in the relationship between participation in decision-making (PDM) and turnover intention (TI) of employees. OJ was expected to mediate the relationship of PDM with LNS and TI. Further, LNS was expected to mediate the relationship of PDM and OJ with TI. Design/methodology/approach This study used a rigorous design with 192 responses collected with temporal separation using snowball sampling technique. Responses on PDM, OJ and LNS were taken at one point of time, whereas responses on TI were taken at another point of time. Analysis was done using structural equation modeling approach in IBM SPSS AMOS 20. Findings OJ partially mediates PDM and LNS relationship but fully mediates PDM and TI relationship. Further, LNS partially mediates OJ and TI relationship but fully mediates PDM and TI relationship. PDM does not have a direct effect on TI. Research limitations/implications Ensuring participation of employees on programs and policies including those on human resources by itself may not be able to reduce TI of employees. It is when employees are able to experience fairness for themselves and/or they are able to add value for themselves by enhancing relevant knowledge base that PDM has an impact on TI. Therefore, organizations must ensure all three aspects of concern to employees; ensuring participation, fairness and individual growth of the employees to address TI. Originality/value Although there are studies relating TI separately with PDM, fairness and satisfaction, this study is able to contribute by specifying two-stage explanatory mechanism between PDM and TI. In addition, the authors believe that this study has brought in so far unexplored nuance of relevance of individual quest for learning in explaining TI. Further, through the use of robust design, the study contributes in corroborating research findings on TI.

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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, no. 1 (April 5, 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, no. 2 (February 1990): 37–41. http://dx.doi.org/10.1108/eum0000000002743.

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Rubel, Mohammad Rabiul Basher, Nadia Newaz Rimi, and Tim Walters. "Roles of Emerging HRM and Employee Commitment: Evidence from the Banking Industry of Bangladesh." Global Business Review 18, no. 4 (May 2, 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, and Stewart Johnstone. "Does workplace partnership deliver mutual gains at work?" Economic and Industrial Democracy 41, no. 4 (December 5, 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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Martin, Ann, and Neal Herrick. "Joint Management and Employee Participation: Labor and Management at the Crossroads." Industrial and Labor Relations Review 44, no. 3 (April 1991): 573. http://dx.doi.org/10.2307/2524176.

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Graham, Jill W., and Anil Verma. "Predictors and Moderators of Employee Responses to Employee Participation Programs." Human Relations 44, no. 6 (June 1991): 551–68. http://dx.doi.org/10.1177/001872679104400602.

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Baloff, Nicholas, and Elizabeth M. Doherty. "Potential pitfalls in employee participation." Organizational Dynamics 17, no. 3 (December 1989): 51–62. http://dx.doi.org/10.1016/0090-2616(89)90036-3.

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Lansbury, Russell D. "Book Reviews : Employee Participation in Europe." Journal of Industrial Relations 39, no. 1 (March 1997): 157–58. http://dx.doi.org/10.1177/002218569703900108.

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Gaffney, Michael E. "Book Review: Management: Working Together: Employee Participation in Action." ILR Review 39, no. 4 (July 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, no. 1 (March 11, 2014): 78. http://dx.doi.org/10.12775/jpm.2013.006.

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Magner, Nace, Robert B. Welker, and Gary G. Johnson. "Evidence Of Value-Expressive Participation Effects In Budgeting." Journal of Applied Business Research (JABR) 9, no. 2 (October 2, 2011): 104. http://dx.doi.org/10.19030/jabr.v9i2.6083.

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Анотація:

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, no. 1 (September 9, 2022): 44–53. http://dx.doi.org/10.3126/njmgtres.v2i1.48265.

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Анотація:

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, and Mikko Mäkinen. "Complementarities between Employee Involvement and Financial Participation." ILR Review 70, no. 2 (July 20, 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, and Michael Poole. "The global phenomenon of employee financial participation." International Journal of Human Resource Management 14, no. 6 (September 2003): 855–62. http://dx.doi.org/10.1080/0958519032000106119.

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Pendleton, Andrew, John McDonald, Andrew Robinson, and Nicholas Wilson. "Employee Participation and Corporate Governance in Employee-Owned Firms." Work, Employment & Society 10, no. 2 (June 1, 1996): 205–26. http://dx.doi.org/10.1177/0950017096010002002.

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Pendleton, Andrew, John McDonald, Andrew Robinson, and Nicholas Wilson. "Employee Participation and Corporate Governance in Employee-Owned Firms." Work, Employment and Society 10, no. 2 (June 1996): 205–26. http://dx.doi.org/10.1177/0950017096102001.

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SANJAYANI, Made Wulan Guna Harta, Komang Adi Kurniawan SAPUTRA, and Ida Ayu SURASMI. "The Influence of Implementation of Sustainability Accounting and Management Participation on Employee Performance in the Bina Sejahtera Badung Employee Cooperative." International Journal of Environmental, Sustainability, and Social Science 5, no. 1 (January 31, 2024): 147–53. http://dx.doi.org/10.38142/ijesss.v5i1.990.

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The purpose of this research is to determine the effect of implementing sustainability accounting and management participation on employee performance at the Bina Sejahtera Badung Employee Cooperative. The samples in this research were all employees of the Bina Sejahtera Badung Employee Cooperative with a total of 52 samples used in this research. This research uses primary data, data was collected by distributing questionnaires to the entire research sample. Testing research hypotheses using SPSS 26.0 for Windows. The research results show that the implementation of sustainability accounting (X1) has a positive and significant effect on employee performance (Y) at the Bina Sejahtera Badung Employee Cooperative and sustainability participation (X2) has a positive and significant effect on employee performance (Y) at the Bina Sejahtera Badung Employee Cooperative. Regression equation in this study are as follows: Y = 2.188 + 0.336 X1 + 0.373 X2. Based on these results, to optimize employee performance, policies and regulations are needed to improve the implementation of sustainability accounting and management participation.

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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, no. 2 (September 5, 2014): 140–49. http://dx.doi.org/10.33225/pmc/14.09.140.

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Employee job satisfaction is pertinent and critical in the change management process of contemporary organizations. The objectives of this study are to assess the extent of employee involvement in the change management processes, assess the impact of change management on employee job satisfaction and thirdly, attitude of employees after organizational change. A descriptive survey research design was employed to administer a self-designed questionnaire consisting of open and closed- ended items to one hundred and forty respondents using simple random sampling. Closed-ended items were measured on a five-point Likert scale. Data was analysed using SPSS and presented in descriptive form. The main findings indicate that employees’ involvement in the process was limited to provision of adequate information. It was also revealed that generally, the change had a positive impact on employees’ job satisfaction. Finally, employee attitudes after the change were found to be positive. Interestingly, respondents disagreed with the issue of high level of trust after the change process. In view of the findings, it is recommended that management should encourage employees’ maximum participation in the process through adequate representation on change management committees. Key words: attitude, change management, employee involvement, job satisfaction, organizational change.

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Jurburg, Daniel, Elisabeth Viles, Martin Tanco, Ricardo Mateo, and Álvaro Lleó. "Understanding the main organisational antecedents of employee participation in continuous improvement." TQM Journal 31, no. 3 (May 8, 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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Yang, Albert Jing-Fuh, Chia-Wen Hung, and Siao-Fen Huang. "Exploring Customer Participation and Value." WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 18 (January 25, 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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Adrian Putra Ariussanto, Kenny, Zeplin Jiwa Husada Tarigan, Rismawati Br Sitepu, and 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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Mishra, Vinod, and Russell Smyth. "Workplace policies and training in China: evidence from matched employee-employer data." International Journal of Manpower 36, no. 7 (October 5, 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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Kheng Khor, Lay, and Lilis Surienty. "Safety Advice and Safety Participation in OSHMS among OHSAS 18001 certified Malaysian Manufacturing Companies." International Journal of Engineering & Technology 7, no. 3.24 (August 10, 2018): 55. http://dx.doi.org/10.14419/ijet.v7i3.24.17301.

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Lack of safety participation in Occupational Safety, Health and Environment Management System (OSHMS) has exposed employees to high risk of work hazards resulting in high occupational accidents. This does not only affect employee’s morale towards work, but employer also needs to bear the cost of recovery and its effect to its reputation. This study was carried out to determine the relationship of safety capital (management safety commitment, safety training, extrinsic reward, intrinsic reward, employee involvement, safety communication and safety advice) and safety participation in OSHMS using the resource-based view (RBV) and knowledge-based view (KBV) theories. A total of 100 responses were collected from Malaysian manufacturing firms certified with OSHA18001. Data were analysed using the Smart Partial Least Square (SmartPLS). Results showed that safety training, extrinsic reward and employee involvement directly affect safety participation in OSHMS but not Management Safety Commitment, Intrinsic Reward and Safety Communication. However, Management Safety Commitment and Safety Communication indirectly affect safety participation in OSHMS moderated by high safety advice. As a managerial implication, this research showed that the role played by the safety officers represented by the safety advice is important in enhancing the safety practices and commitment in place to result in a successful safety participation in OSHMS.

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Markey, Raymond. "Non-Union Employee Representation in Australia." Journal of Industrial Relations 49, no. 2 (April 2007): 187–209. http://dx.doi.org/10.1177/0022185607074918.

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Non-union representative employee participation recently has attracted increasing international attention in employment relations due to the growing representation gap in many countries as union membership declines, and mounting evidence of the benefits of representative employee participation for enterprise flexibility and efficiency. However, relatively little is known about Australian experiments in employee participation, although it is essential to learn from Australian experience in order to develop effective public policy. This case study represents a contribution to this larger project. SMEC is a non-union employee representative body that has adopted a European works council organizational model. The case study evaluates SMEC's effectiveness as a non-union form of representative employee participation. It concludes that the opportunities for the formation of genuinely independent works council style organs of employee participation remain severely constrained by the current Australian regulatory environment, which tends to encourage a union substitution role.

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Sabra, S. A., and A. M. Aamer. "Resistance to Organizational Change: A Case of Yemen National Oil and Gas Sector." Indonesian Journal of Computing, Engineering and Design (IJoCED) 1, no. 1 (April 21, 2019): 1. http://dx.doi.org/10.35806/ijoced.v1i1.31.

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The purpose of this study was to evaluate barriers in understanding different sets of culture, which can arise in an organization. This study was also done to comprehend how resistance can be managed or reduced by discussing the significance of effective communication between management and employees. Trust in management and employee participation during the process of managing changes in National Oil and Gas Company was also identified. We conducted a case study as an investigative tool. In terms of the research site, we focused on one of the national oil and gas companies to highlight some of the issues and outcomes of recent management change. To collect data, questionnaires were distributed within the company. Bivariate correlation analysis and regression analysis were then used to test the proposed hypotheses. The results empirically showed that there are several parameters involving resistance to organizational changes. These parameters can be classified as communication between management and employees, trust in management, and employee participation. These parameters gave a positive impact as employee participation has the highest impact of the three examined factors.

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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, no. 4 (March 1, 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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