Embedding employee involvement and participation at work

Abstract

Most quantitative studies analysing the nature and impact of employee involvement and participation (EIP) have used data that differentiate between its absence and presence. However, the application of EIP practices varies substantially, and impact may depend on how embedded EIP is at workplace level. Developing the concept of 'embeddedness' as a combination of measures of the breadth and depth of EIP practices, we use WERS98 to examine the impact of EIP on employee perceptions. Our results show support for propositions that greater breadth and depth of EIP practices are associated with higher levels of organisational commitment and job satisfaction.

Job demands–resources: a gender perspective on employee well-being and resilience in retail stores in China

“…Research in the UK suggests that employee involvement and participation are positively associated with higher levels of job satisfaction and organizational commitment (Cox, Zagelmeyer, & Marchington, 2006). Employees prefer participative management styles to autocratic styles as the former ensure that workers are informed about organisational issues and convey a symbolic and substantive message that they are trusted (Marchington & Wilkinson, 2005).…”

Understanding Worker Participation and Organizational Performance at the Firm Level: In Search for an Integrated Model

“…Finally, Cox et al (2006) state that more emphasis needs to be placed on the perception of direct participation. Therefore, it can be argued that getting insight into the absence or presence of participation opportunities (see, for example, Forde, Slater, & Spencer, 2006) is less important than the quality of the given opportunities as perceived by employees.…”

“…Employee outcomes refer to the effects of HRM on employee attitudes (e.g., satisfaction, commitment) and consequent behavior (e.g., absenteeism, turnover, organizational citizenship behavior [OCB]), and these are expected to influence organization outcomes. Thus, employee attitudes and behavior are the missing link in the direct participation and organizational performance relationship (see also Cox, Zagelmeyer, & Marchington, 2006;Purcell & Georgiadis, 2006) Organizational performance refers to both objective (e.g., profit, return on investment; productivity, growth) and subjective performance outcomes (e.g., quality of products and services, client satisfaction, innovativeness). Several researchers (e.g., Paauwe, 2004;Addison & Teixeira, 2006;Forth & McNabb, 2008) emphasize the current common research approach to organizational performance in its sole focus on financial performance is too ( c ) E m e r a l d G r o u p P u b l i s h i n g narrow.…”

Los recursos humanos en las nuevas empresas internacionales. El papel del engagement

“…Estas dimensiones son (1) la participación basada en la tarea, que incluye aspectos como las habilidades múltiples, la auto-organización en equipos y la rotación de tareas, que se refiere a la toma de decisiones en equipo (Appelbaum et al, 2000;Marchington y Willkinson, 2005;Gallie, 2013); (2) la participación en actividades de resolución de problemas y de mejora, que se refiere a otorgar a los trabajadores la libertad para desarrollar sus competencias y que así se distribuya por la empresa el conocimiento que poseen (Pil y MacDuffie, 1996;Appelbaum et al, 2000;Cox, Zagelmeyer y Marchington, 2006); (3) las actividades de involucración social, que se relaciona con la participación de los empleados en la vida organizacional reforzando su pertenencia a la empresa, incluso con la implementación de competiciones entre los empleados (Kinnie et al, 2000;Alferoff y Knights, 2003;Bolton y Houlihan, 2009); y, finalmente, (4) la comunicación directa entre los trabajadores y la dirección, que persigue incrementar la información de los empleados con respecto a los procesos organizativos, además de que la gerencia recoge información directa y rápida de los empleados (Cox, Zagelmeyer y Marchington, 2006;Gallie, 2009). …”

“…La comunicación puede ser formal o informal, predominando esta última más en las pequeñas empresas (Bryson, 1999). Las prácticas que se pueden utilizar para lograr la comunicación del empleado hacia la gerencia son, entre otras, las encuestas, las reuniones y el contacto directo (Cox, Zagelmeyer y Marchington, 2006;Keating y Olivares, 2007;Gallie, 2009). …”