Employee involvement and the middle manager: evidence from a survey of organizations

Fenton-O’Creevy, Mark

doi:10.1002/(sici)1099-1379(199801)19:1<67::aid-job827>3.0.co;2-y

Cited by 102 publications

(64 citation statements)

References 21 publications

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“…The findings support many of the issues that the literature review suggests as important factors in implementing CG. Generally, we found positive attitude among managers toward CG which was consistent with the findings from similar studies elsewhere (8)(9)(10)(11)(12)(13)(14). They highlighted the important role of staff willingness to share good practice, communication across the organization, innovation and readiness to change.…”

Section: Discussionsupporting

confidence: 91%

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Senior Managers’ Viewpoints Toward Challenges of Implementing Clinical Governance: A National Study in Iran

Ravaghi

Heidarpoor

Mohseni

et al. 2013

Int J Health Policy Manag

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Background: Quality improvement should be assigned as the main mission for healthcare providers. Clinical Governance (CG) is used not only as a strategy focusing on responding to public and government's intolerance of poor healthcare standards, but also it is implemented for quality improvement in a number of countries. This study aims to identify the key contributing factors in the implementation process of CG from the viewpoints of senior managers in curative deputies of Medical Universities in Iran. Methods: A quantitative method was applied via a questionnaire distributed to 43 senior managers in curative deputies of Iran Universities of Medical Sciences. Data were analyzed using SPSS. Results: Analysis revealed that a number of items were important in the successful implementation of CG from the senior managers' viewpoints. These items included: knowledge and attitude toward CG, supportive culture, effective communication, teamwork, organizational commitment, and the support given by top managers. Medical staff engagement in CG implementation process, presence of an official position for CG officers, adequate resources, and legal challenges were also regarded as important factors in the implementation process. Conclusion: Knowledge about CG, organizational culture, managerial support, ability to communicate goals and strategies, and the presence of effective structures to support CG, were all related to senior managers' attitude toward CG and ultimately affected the success of quality improvement activities.

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Section: Discussionsupporting

confidence: 91%

“…Fenton O'Creevy suggested that the most consistent barrier to the success of every quality improvement program is the resistance from managers (14). Master produced a list of eight barriers in the way of implementing a quality improvement program.…”

Section: Wilkinson and Witcher In An Examination Of Factors Importantmentioning

confidence: 99%

Senior Managers’ Viewpoints Toward Challenges of Implementing Clinical Governance: A National Study in Iran

Ravaghi

Heidarpoor

Mohseni

et al. 2013

Int J Health Policy Manag

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“…Employees have greater commitment to the organization, more motivation to perform, and increased desire for responsibility. They also care more about their work, which may lead to greater creativity and cooperative behavior, and higher productivity and service quality [19].…”

Section: Employee Participationmentioning

confidence: 99%

The Impact of Employee Participation on the Use of an Electronic Process Guide: A Longitudinal Case Study

Dingsøyr

Moe

2008

IIEEE Trans. Software Eng.

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Many software companies disseminate process knowledge through electronic process guides. A common problem with such guides is that they are not used. Through a case study we investigated how participation in creating an electronic process guide, through process workshops, influenced the use of the guide. We studied developer and project manager usage with respect to three factors: frequency of use, used functionality, and reported advantages and disadvantages. We collected data from three rounds of interviews and 19 months of usage logs in a longitudinal study in a medium-size software company. Employees who participated in process workshops showed a higher degree of usage, used a larger number of functions, and expressed more advantages and disadvantages than those not involved. Our study suggests that employee participation has a long-term positive effect on electronic process guide usage.

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“…However, lack of congruence between organizational systems and structures and the goals of employee involvement (EI) and divided or unclear senior management support for EI were also found to be strongly related to middle management resistance (Fenton-O'Creevy, 1998).…”

Section: Union Representationmentioning

confidence: 99%

Introducing Union Representation and Its Complexities – A Case Study of the Royal Thai Civil Service

Pontier¹

2016

EJSS

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This paper deals with the result of the recognition under the ILO Conventions 87 and 98 of the freedom of association and subsequent introduction of union representation in the Royal Thai civil service. As a consequence, the Royal Thai Government has changed the Constitution to allow for union representation in its civil service. A decree has been drafted and focus groups have been interviewed to establish the views of a cross-section of civil servants on their expectations and desires in being allowed to form and join a union. The paper discusses the approach taken to union representation in terms of collective bargaining versus joint consultation and centralization versus decentralization and the discourse that has surfaced as a result of the interviews between the policy makers and civil servants, particularly with regard to its context of a high power distance culture. The analysis provides the best practice and effective approach to the introduction of union representation within the Thai Civil Service.

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Employee involvement and the middle manager: evidence from a survey of organizations

Cited by 102 publications

References 21 publications

Senior Managers’ Viewpoints Toward Challenges of Implementing Clinical Governance: A National Study in Iran

Senior Managers’ Viewpoints Toward Challenges of Implementing Clinical Governance: A National Study in Iran

The Impact of Employee Participation on the Use of an Electronic Process Guide: A Longitudinal Case Study

Introducing Union Representation and Its Complexities – A Case Study of the Royal Thai Civil Service

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