Employee Perceptions of Job Influence and Organizational Participation Employee Perceptions

Delbridge, Rick; Whitfield, Keith

doi:10.1111/0019-8676.00220

Cited by 64 publications

(65 citation statements)

References 9 publications

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“…The responses comprise 1 for strongly disagree to 5 for strongly agree. Employees" perceptions was employed from (Delbridge and Whitfield, 2001) and measured on four indicators. The questions were placed on a 5-point Likert scale comprise of 1 for strongly disagree to 5 for strongly agree.…”

Section: Methodsmentioning

confidence: 99%

The Ripple Effects of Performance Management on Employees’Perceptions and Affective Commitment among Small and Medium Scale Enterprises (SMEs)

Asamany¹,

Sun²

2017

IJBA

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Management literature acknowledges the important role played by performance management systems (PMS) in business organization, however, a little empirical studies exist in the Ghanaian context.Using a sample data of 180 from managements and staffs of thirty-eight (38) Small and Medium Scale Enterprises (SMEs), the current study presents the effects of performance management systems on employees perception and organizational commitment (affective) among Small and Medium Scale Enterprises (SMEs) located in the Greater Accra region of Ghana.Statistical Package for Social Sciences 20.0 version (SPSS) and Microsoft Word 2010 were employed for the data analysis. From the result, performance management had a positive significant relationship with employees" perceptions and affective organizational commitment.The study further examined the mediating role of both employees" perceptions and affective commitment on performance management towards operational performance, it was revealed that both variables positively mediate the relationship between performance management and organizational performance of the SMEs in Ghana. This indicates that SMEs in Ghana have seen the need for implementing proper performance management systems based on their own capabilities to ensure effectiveness in meeting the organizational objectives.

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Section: Methodsmentioning

confidence: 99%

The Ripple Effects of Performance Management on Employees’Perceptions and Affective Commitment among Small and Medium Scale Enterprises (SMEs)

Asamany¹,

Sun²

2017

IJBA

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“…On one hand environmental factors at the team and organizational levels, including organizational culture and climate, support and encouragement, are the ones that influence willingness to make creative contributions, but personal characteristics should also be taken into consideration (Delbridge and Whitfield, 2001;Woodman et al, 1993). Being "willing" could, therefore, be based on intrinsic personal characteristics, whilst an organisation can represent an enabler by helping to recognise, develop and implement individual contributions.…”

Section: Antecedents Of Creative Participation and Hypothesesmentioning

confidence: 99%

Creative participation in construction firms: bridging creativity and innovation

Sergeeva¹,

Radosavljević²

2012

OTMCJ

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o r g a n i z a t i o n , t e c h n o l o g y a n d m a n a g e m e n t i n c o n s t r u c t i o n · a n i n t e r n a t i o n a l j o u r n a l · 4(2)2012 490Creative participation in construction firms: bridging creativity and innovation Keywordsan intricate evolution of mainstream theories follows the growing need to explain employees' commitment and engagement. Our understanding of these work-related phenomena and behaviour has improved but creativity and innovation as desired indicators are still often treated as coexisting constructs with very little attention given to a state of willingness of an individual to even consider contributing ideas. In this research we investigate the influence of knowledge and understanding, perceived radicality, personality dimensions, and favouring of ideas on employee willingness to creatively participate in order to trace its existence in propagation of ideas. A total of 76 construction and non-construction professionals participated in between-subject quasi-experiments. We also proposed IPO-based radicality of ideas construct from the viewpoint of employees involved in the processes of transformation. The research findings show that experts with deep understanding of the work are more likely to contribute highly radical ideas to decision-makers than less knowledgeable employees. Furthermore, personal factors that impact employee willingness to creatively participate have been valued higher than organisational factors. Personality dimensions by The BigFive Inventory have shown no effect on willingness to contribute ideas, while favouring of ideas showed a significant effect. In general, the findings show similarities with some studies of consumer willingness to participate in co-creation processes and thus indicate that firms may be studied as dynamic internal markets of ideas. 491 INTRODUCTIONCommitted and highly engaged employees that are passionate about their work represent the backbone of successful companies Ho et al., 2011). Many scholars have argued for decades that successful companies rely on entrepreneurial innovations of their teams and individual employees (Chadwick and Dabu, 2009;Hitt et al., 1997). It has also long ago been established that such employees are devoted to a task and generate more ideas or solutions to potential problems (Simon, 1955). However, a creative idea can only become an innovation or a solution to a problem if it is transformed from a concept into reality (Roffe, 1999). By providing ideas, an individual is, therefore, clearly at the crux of this transformation (Mumford, 2000). Whilst creativity in this form is recognized as an important underpinning of innovation (Oldham and Cummings, 1996;Zhou, 2003), most of the research on the subject has focused on the outcomes of creative processes (Zhou and George, 2003). Scholars that conceptualize creativity as a process are still forming an emerging field of enquiry (Gilson, 2008;Lubart, 2001). However, even in these studies the question whether an individual is willing to contribute the ge...

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“…Moreover, the focus on internal coherence among human resource practices has led researchers to pay less attention to potentially contradictory practices, such as the simultaneous use of 'commitment enhancing' teams, downsizing, and outsourcing. Critics have also argued that the US literature exaggerates the conceptual contrasts between mass production and lean production (Delbridge 1998). …”

Section: High Performance Work Systemsmentioning

confidence: 99%

“…Analyses of the British Workplace Employment Relations Survey (WERS) data also provide mixed accounts, showing that benefits from teams and HPWSs, such as greater influence, discretion, satisfaction, commitment, and job security, are accompanied by higher job strain (Ramsay, Scholarios, and Harley 2000). Delbridge and Whitfield's (2001) analysis showed that workers in establishments with greater use of quality circles and work teams reported having more influence at work than those in more traditional workplaces; however, those with representative (union) participation had greater influence. The central message in this literature is that work restructuring is a complex and contradictory process.…”

Section: High Performance Work Systemsmentioning

confidence: 99%

Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work

Batt

Doellgast

2006

Oxford Handbooks Online

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The purpose of this chapter is to survey and critique this varied landscape of research on groups at work, drawing out common themes and selective weaknesses with the goal of suggesting a more synthetic and informed future agenda. Our discussion is not encyclopedic, but rather focused on three quite different research traditions: those based in psychology, in industrial relations, and in critical sociology. We outline the intellectual landscape of each case and highlight areas of agreement and disagreement. We argue that this project of cross-disciplinary theory building encounters substantial challenges, but is rich in potential. These traditions differ in their theoretical assumptions, research questions and methods, and outcomes of interest. Nonetheless, we suggest that building a more multi-disciplinary research agenda is worthwhile and conclude with suggestions for further work in this direction.

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Employee Perceptions of Job Influence and Organizational Participation Employee Perceptions

Cited by 64 publications

References 9 publications

The Ripple Effects of Performance Management on Employees’Perceptions and Affective Commitment among Small and Medium Scale Enterprises (SMEs)

The Ripple Effects of Performance Management on Employees’Perceptions and Affective Commitment among Small and Medium Scale Enterprises (SMEs)

Creative participation in construction firms: bridging creativity and innovation

Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work

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