New Developments in Employee Involvement

Marchington, Mick; Goodman, John; Wilkinson, Adrian; Ackers, Peter

doi:10.1108/eb028117

Cited by 135 publications

(174 citation statements)

References 6 publications

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Section: Introductionmentioning

confidence: 99%

Empowerment Practices and Performance in Malaysia – An Empirical Study

Raquib¹,

Anantharaman²,

Eze³

et al. 2009

IJBM

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This study focuses on the factors affecting the empowerment practices in education, information technology and telecommunication service sectors in Malaysia. A total of 305 employees were interviewed using a convenience sampling method and a set of well-structured questionnaire. Logistic Regression Models (LRMs) in four sets of variables and paired-sample t-test in one set of variables (orientation) were employed to test the data and analyze empowerment and related performance. The results appear as inspiring on certain factors which eventually propelled empowerment as a means of organizational performance. Based on statistical results, this study concludes that the higher education, information technology, and telecommunication service sectors in Malaysia used empowerment as a strategy to accelerate organizational performance. This advancement is in line with Malaysia's national vision of 2020.

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Section: Introductionmentioning

confidence: 99%

Empowerment Practices and Performance in Malaysia – An Empirical Study

Raquib¹,

Anantharaman²,

Eze³

et al. 2009

IJBM

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show abstract

“…However, unlike an earlier project which found middle managers and supervisors to be a major constraint on employee involvement (Marchington et al, 1992), there seems to have been a general cultural change over the last decade. Employees now expect to have a voice, and both middle and senior managers were more used to and empathetic with such expectations.…”

Section: Potential Outcomes Of Non-union Voicementioning

confidence: 91%

The management of voice in non‐union organisations: managers’ perspectives

et al. 2005

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Purpose -Given the emergence of new legal initiatives for union recognition, declining levels of union membership and the growth of alternative forms of employee representation, this paper aims to examine the management of employee voice in non-union firms.Design/methodology/approach -The research adopts a case study approach in seven nonunion organisations from different sectors of economic activity in the UK. Several themes guided the design of the research instruments. Interviews were conducted with managerial respondents responsible for the design and implementation of employee voice at each case study, including non-personnel practitioners.Findings -Provides information on: the meaning of non-union voice; the range of practices adopted; the potential outcomes; and apparent barriers to the implementation of non-union voice arrangements.Research limitations/implications -The research collected data from managerial respondents only, and this limitation is noted. Further research in this area is suggested, particularly from employee stakeholders involved in the processes of employee involvement.Originality/value -The paper addresses a gap on employee voice in non-union settings. It suggests that it is too simple to dismiss voice in non-union organisations as ineffective and inconsequential.

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“…Participation advanced the process of personal empowerment (Keiffer, 1984). The significance about these methods was that the managerial prerogative had not been challenged by these ideas Marchington et al, 1992;Wilkinson, 1998 Wilson, (1996) and Ahanotu, N. Duru (1998) portray this atmosphere as: "inform-and-entrust" meaning that the staffs are accorded with maximally possible liberty to speak, disseminate "information and knowledge", and earn knowledge in an organization, like the self-governed teams.…”

Section: Nicholls J (1995) Describes Empowerment As a 'State Of Mindmentioning

confidence: 99%