Determinants of Employee Involvement Practices in Manufacturing Enterprises

Pun, Kit Fai; Chin, Kwai‐Sang; Gill, R.

doi:10.1080/09544120020010129

Cited by 60 publications

(40 citation statements)

References 12 publications

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“…Pun et al (2001) found management's commitment to employee involvement programs to be a critical factor in the successful adoption o f employee involvement. Thus, it is critical that supervisors not perceive that they will no longer be useful and potentially let go, or that they will lose Empowerment 34…”

Section: The Role O F Formal Supervisors In Smwt and The Importance Omentioning

confidence: 99%

“…Employee involvement programs have been found to have a positive effect on employee job satisfaction and performance (Alutto & Acito, 1974;Cotton, Vollrath, Froggatt, Lengnick-Hall, & Jennings, 1988;Graham & Verma, 1991;Miller & Monge, 1986;Pun, Chin, & Gill, 2001;Wagner, 1994;Wagner & Gooding, 1987). Because o f its potential benefits, many organizations now use some form of employee involvement (Lawler, Mohrman, & Ledford, 1992 as cited in Tesluk, Vance, & Mathieu, 1999).…”

Section: Background and Context 19mentioning

confidence: 99%

“…all o f their power and status in the organization (Kulisch & Banner, 1993;Pun et al, 2001). In fact, resistance from middle management is one o f the most commonly cited impediments to successfully implementing employee involvement programs (Klein, 1984;Lawler & Mohrman, 1987).…”

Section: The Role O F Formal Supervisors In Smwt and The Importance Omentioning

confidence: 99%

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A Mixed-Methods and Multi-Level Investigation of the Effects of a Crew Chief Intervention on Job Attitudes, Occupational Stress, and Organizational Commitment

Leo¹

2000

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Chief Intervention on Job Attitudes, Occupational Stress, and Organizational CommitmentHigh-profile instances o f workplace violence and increased pressure from competitors have threatened the viability o f one o f the nation's largest employers, the United States Postal Service (USPS). As a result, the USPS began a massive change effort in the early 1990's. One o f the initiatives implemented to improve labormanagement relations was a derivative o f the self-managed work team known as the crew chief program. This study provides a mixed-methods and multi-level approach to understand the impact this unique program had on organizational attitudes.The first aim o f this study was to investigate whether the crew chief program reduced employees' stress and strain and improved job and supervisory satisfaction and company and union commitment, while controlling for the nesting o f employees within sites and employee demographic characteristics. The second aim was to replicate and extend the stressor-strain-outcome (SSO) model o f stress and to determine whether employee perceptions o f crew chief support moderated the relationships between stressors, strain, and outcomes. Additionally, I found role ambiguity to have direct relationships with other organizational outcomes beyond the indirect effects via strain and that crew chief support was strongly related to stressors and outcomes.These findings reinforce the notion that employing both quantitative and qualitative methods can dramatically improve the quality o f organizational research.Based on these findings, I describe several suggestions for improvements to this specific program and for improving future initiatives aimed at enhancing labormanagement relations. ACKNOWLEDGMENTS

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Section: The Role O F Formal Supervisors In Smwt and The Importance Omentioning

confidence: 99%

Section: Background and Context 19mentioning

confidence: 99%

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A Mixed-Methods and Multi-Level Investigation of the Effects of a Crew Chief Intervention on Job Attitudes, Occupational Stress, and Organizational Commitment

Leo¹

2000

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“…Evidence suggests that creating a strong safety culture is equally beneficial and necessary in all levels of the job market, including in workers, clients, and governments. Preventive safety measures have a dramatic role in the prevention of accidents, and promoting safety culture is a definitive method for reducing accidents (18). The mining industries are dangerous and have a high rate of accidents.…”

Section: Introductionmentioning

confidence: 99%

Safety culture in GolGohar Mine in Southeast Iran in 2014

Fazli

Ansari

Zare

et al. 2014

JOHE

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Received: September 2015, Accepted: November 2015 Background: Safety culture and attitude form an integral part of organizations' cultures and their improved levels are influential in the prevention of occupational accidents and injuries. The present study was conducted to assess the safety culture and attitude of workers in the mining industry in Iran. Materials and Methods:The present cross-sectional study was conducted on 172 workers employed in GolGohar Mine in Southeast Iran. Data were collected using a standard safety culture questionnaire, and then, analyzed in SPSS software using ANOVA, independent t-test, and the linear regression model. Results: Participants' mean age and mean length of work experience were 38.13 ± 7.11 and 9.95 ± 4.84 years, respectively. The level of education was found to be significantly related to management commitment (P = 0.003) and training (P = 0.001). Age was found to be significantly related to management commitment (P = 0.044), exchange of information (P = 0.020), and training (P = 0.047). In addition, work experience was found to be significantly related to training (P = 0.010) and safety prioritization (P = 0.002). However, employment and marital status had no significant relationships with the culture of safety (P > 0.050). Participants had experienced no occupational accidents during the course of their work. Conclusions:The present study showed the effectiveness of the level of education, age, and work experience in promoting the culture of safety. Adopting measures to increase the employment of better educated individuals, providing safety training prior to recruitment, and using more experienced workers' recommendations can promote the culture of safety in the organization and reduce occupational accidents.

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“…With the convincing business benefits of employing Total Quality Management (TQM) strategies [1,2], TQM implementation has remained a top agenda item for contemporary businesses decision makers across a wide spectrum of industries. Enacting TQM relies heavily on consistent, rational decision making throughout the organization, as well as attention to customer satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Bringing Kano’s Perspective to AHP: The 2D-AHP Decision Model

Jung

Yim

Lim

et al. 2016

Management and Production Engineering Review

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Accepted: 28 July 2016 AHP and the Kano model are such prevalent TQM tools that it may be surprising that a true hybrid decision-making model has so far eluded researchers. The quest for a hybrid approach is complicated by the differing output perspective of each model, namely discrete ranking (AHP) versus a multi-dimensional picture (Kano). This paper presents a hybrid model of AHP and Kano model, so called two-dimension AHP (2D-AHP). This paper first compares the two approaches and justifies a hybrid model based on a simple conceit drawn from the Kano perspective: given a decision hierarchy, child and parent elements can exhibit multi-dimension relationships under different circumstances. Based on this premise, the authors construct a hybrid two-dimension AHP model whereby a functionaldysfunctional question-pair technique is incorporated into a traditional AHP framework.Using the proposed hybrid model, this paper provides a practical test case of its implementation. The 2D-AHP approach revealed important evaluation variances obscured through AHP, while a survey study confirmed that the 2D-AHP approach is both feasible and preferred in some respects by respondents. Although there have been rich research efforts to combine AHP and Kano model, most of them is simply about a series of individual usage of each methodology. On the other hand, the type of hybridization between AHP and Kano model in this paper is quite unique in terms of the two dimensional perspective. The model provides a general approach with application possibilities far beyond the scope of the test case and its problem structure, and so calls for application and validation in new cases.Keywords analytic hierarchy process, Kano model, hybrid model, multi-criteria decision-making, twodimension perspective. IntroductionWith the convincing business benefits of employing Total Quality Management (TQM) strategies [1,2], TQM implementation has remained a top agenda item for contemporary businesses decision makers across a wide spectrum of industries. Enacting TQM relies heavily on consistent, rational decision making throughout the organization, as well as attention to customer satisfaction. Academics and practitioners alike have turned their attention to the question of how best to introduce and implement TQM. What analytical processes produce the most effective decisions regarding TQM deployment? Which theoretical models lead to the greatest performance increases from TQM with the least wastage? While previous studies have suggested various methods for TQM introduction and implementation [3,4], a throng of TQM professionals and researchers have chosen to employ analytic hierarchy processes (AHP) 16Unauthenticated Download Date | 5/12/18 8:57 AM Management and Production Engineering Reviewto deconstruct and analyze decision criteria and alternatives, while others have applied the Kano model (also called the 'Theory of Attractive Quality') to develop the organization's customer focus through their products and services.As Wang et al.[5] ident...

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Determinants of Employee Involvement Practices in Manufacturing Enterprises

Cited by 60 publications

References 12 publications

A Mixed-Methods and Multi-Level Investigation of the Effects of a Crew Chief Intervention on Job Attitudes, Occupational Stress, and Organizational Commitment

A Mixed-Methods and Multi-Level Investigation of the Effects of a Crew Chief Intervention on Job Attitudes, Occupational Stress, and Organizational Commitment

Safety culture in GolGohar Mine in Southeast Iran in 2014

Bringing Kano’s Perspective to AHP: The 2D-AHP Decision Model

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