How High-Involvement Work Processes Increase Organization Performance

Abstract

Employee involvement is a popular approach to improve organization performance. It moves decision making downward in the organization so employees can make decisions and solve problems as quickly and close to their source as possible. One of the most developed and referenced approaches to involvement is Edward E. Lawler's model of "high-involvement work processes" (HIWP). It describes organizational attributes that contribute to employee involvement and explains how they work together to increase organization performance. Although extensive attention has been paid to Lawler's model in the literature, empirical tests of the model are still in a preliminary stage. Our study describes and tests a mechanism through which HIWP increases organization performance, organizational citizenship behavior. We find that organizational citizenship behavior mediates the relationship between HIWP and organization performance in a sample of 143 consumer-products organization units. Results also confirm that the HIWP attributes work together synergistically to create opportunities for employee involvement.

Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behaviour in State-owned Banking

“…The OCB, are not compulsory or describe clearly in job descriptions, they are also not rewarded nor punished [2]. Previous research has indicated that OCBs can influence organizational performance [3] & [4]. The benefits of the OCB in improving organizational performance also mention by Podsakoff et al [5].…”

Female Faculty's Involvement in Work Processes in Saudi Arabia

“…Lawler's model of high involvement has received extensive attention in literature. However, the empirical assessment of gender involvement has been less extensive (Kizilos, Cummings & Cummings, 2013). The research has focused primarily on the effect of high involvement on certain performance outcomes showing that higher levels of involvement are related to higher levels of job performance, productivity and organizational effectiveness (Macky & Boxall, 2008;Butts et al, 2009;O'Neill et al, 2011;and Riordan, Vandenberg, & Richardson, 2005).…”

“…The level of female faculty's involvement is also of interest to managers and policy makers (Word & Park, 2009) because this plays a fundamental role in improving organizational effectiveness, productivity, employee engagement, and well-being. This involvement also indexes the quality of work life in organizations (Amentie & Negash, 2013;Kizilos, Cummings, & Cummings, 2013;Böckerman, Bryson & Ilmakunnas, 2012;Ferreira, Porto & Portela, 2010). The more the female faculty members are involved in their institutions, the higher their expected levels of performance will be.…”

The Moderating Effect of Within -- Team Trust on Employee Engagement and Workgroup Outcomes

“…The influence is not due to any one of the individual attributes, but rather all four must be present and working in concert for the benefit of HIWP to be manifest Kizilos, Cummings, & Cummings, 2013;Riordan, Vandenberg, & Richardson, 2005;Vandenberg, Richardson, & Eastman, 1999 Empirically, relationships between HIWP and numerous workgroup outcomes have been reported. Among these are improved employee satisfaction, reduced organizational turmoil, and decreased service delivery costs (Hamon, Scotti, & Behson, 2003).…”

“…Among these are improved employee satisfaction, reduced organizational turmoil, and decreased service delivery costs (Hamon, Scotti, & Behson, 2003). Kizilos et al (2013) report relationships between HIWP and increased organizational effectiveness, increased returns on investment (ROI), decreased turnover, increased job performance, and reduced work stress. Guthrie Thus, I want to explore in the context of a production worker sample whether high-involvement management, as perceived by the workgroup members, will have a positive relationship with employee engagement.…”