EMPLOYEE

INVOLVEMENT
PRESENTED BY: Ma. Charlotte Nueva
WHAT IS

EMPLOYEE

INVOLVEMENT?
EMPLOYEE INVOLVEMENT IS THE
CURRENT LABEL USED TO
DESCRIBE A SET OF PRACTICES
AND PHILOSOPHIES THAT
STARTED WITH THE QUALITY-OF-
WORK-LIFE MOVEMENT IN THE
LATE 1950S. "ENGAGEMENT" REFERS TO AN
ORGANIZATION MEMBER'S WORK
EXPERIENCE.
A WORKING

DEFINITION OF

EMPLOYEE

INVOLVEMENT
EMPLOYEE INVOLVEMENT SEEKS TO
INCREASE MEMBERS' INPUT INTO
DECISIONS THAT AFFECT ORGANI- ZATION
PERFORMANCE AND EMPLOYEE WELL-
BEING.

IT CAN BE DESCRIBED IN TERMS OF

FOUR KEY ELEMENTS THAT
PROMOTE WORKER INVOLVEMENT:
 INFORMATION
TIMELY ACCESS TO RELEVANT INFORMATION
FOUR KEY
IS VITAL TO MAKING EFFECTIVE DECISIONS.

ELEMENTS THAT
THIS CAN INCLUDE DATA ABOUT OPER- ATING
RESULTS, BUSINESS PLANS, COMPETITIVE
PROMOTE
CONDITIONS, NEW TECHNOLOGIES AND
WORK METHODS, AND IDEAS FOR
WORKER
ORGANIZATIONAL IMPROVEMENT.

INVOLVEMENT
KNOWLEDGE AND SKILLS
EMPLOYEE INVOLVEMENT CONTRIBUTES TO
ORGANIZATIONAL EFFECTIVENESS ONLY TO
THE EXTENT THAT EMPLOYEES HAVE THE
REQUISITE SKILLS AND KNOWLEDGE TO MAKE
GOOD DECISIONS.
POWER
THIS ELEMENT OF EI INCLUDES PROVIDING
PEOPLE WITH ENOUGH AUTHORITY TO MAKE
WORK-RELATED DECISIONS COVERING
VARIOUS ISSUES SUCH AS WORK METHODS,
TASK ASSIGNMENTS, PERFORMANCE
REWARDS
OUTCOMES, CUSTOMER SERVICE, AND BECAUSE PEOPLE GENERALLY DO THOSE
EMPLOYEE SELECTION. THINGS FOR WHICH THEY ARE RECOGNIZED,
REWARDS CAN HAVE A POWERFUL EFFECT ON
GETTING PEOPLE INVOLVED IN THE ORGA-
NIZATION.
THOSE FOUR ELEMENTS-

POWER, INFORMATION,

KNOWLEDGE AND

SKILLS, AND REWARDS-

CON- TRIBUTE TO EL

SUCCESS BY

DETERMINING HOW

MUCH EMPLOYEE

PARTICIPATION IN

DECISION MAKING IS

POSSIBLE IN

ORGANIZATIONS.
THE DIFFUSION OF
The number of organizations using El
practices is growing in both the United

EMPLOYEE
States and Europe. In the most

INVOLVEMENT

comprehensive, long-term study of El

applications, Lawler and his colleagues

PRACTICES at the Center for Effective Organizations

at the University of Southern California
have surveyed the Fortune 1000 every
three years between 1987 and 2005."
HOW EMPLOYEE

INVOLVEMENT

AFFECTS

PRODUCTIVITY
AN ASSUMPTION UNDERLYING MUCH OF THE EI

LITERATURE IS THAT SUCH INTERVENTIONS WILL

LEAD TO HIGHER PRODUCTIVITY.

STUDIES HAVE FOUND A CONSISTENT

RELATIONSHIP BETWEEN EI PRACTICES
AND SUCH MEASURES AS PRODUCTIVITY,
FINANCIAL PERFORMANCE, CUSTOMER
SATISFAC- TION, LABOR HOURS, AND
WASTE RATES..
 FIRST, SUCH INTERVENTIONS CAN
IMPROVE COMMUNICATION AND
COORDINATION AMONG EMPLOYEES
AND ORGANIZATIONAL DEPART- MENTS,
EL PRACTICES,
AND HELP INTEGRATE THE DIFFERENT
JOBS OR DEPARTMENTS THAT
SUCH AS
CONTRIBUTE TO AN OVERALL TASK.

PARTICIPATION IN

WORKPLACE

DECISIONS, CAN
SECOND, EI INTERVENTIONS CAN

IMPROVE
IMPROVE EMPLOYEE MOTIVATION,

PARTICULARLY WHEN THEY SATISFY

PRODUCTIVITY IN
IMPORTANT INDIVIDUAL NEEDS.
FOR EXAMPLE, SOME JOBS ARE SO RIGIDLY

AT LEAST THREE
CONTROLLED AND SPECIFIED THAT INDIVIDUAL

MOTIVATION CAN HAVE LITTLE IMPACT ON

WAYS.
PRODUCTIVITY.

THIRD, EL PRACTICES CAN IMPROVE

THE CAPABILITIES OF EMPLOYEES,
THUS ENABLING THEM TO PERFORM
BETTER.
FOR EXAMPLE, ATTEMPTS TO INCREASE
EMPLOYEE PARTICIPATION IN DECISION MAKING
GENERALLY INCLUDE SKILL TRAINING IN GROUP
PROBLEM SOLVING AND COMMUNICATION.
 EMPLOYEE

IN SUM, EL INTERVENTIONS ARE

EXPECTED TO INCREASE
INVOLVEMENT

PRODUCTIVITY BY IMPROVING

COMMUNICATION AND

APPLICATIONS
COORDINATION, EMPLOYEE

MOTIVATION, AND INDIVIDUAL

CAPABILITIES.

describes three major El applications that vary in

the amounts of power, information, knowledge

and skills, and rewards that are moved downward

through the organization (from least to most

involvement): parallel structures, including

cooperative union-management projects and

quality circles; total quality management; and high-

involvement organizations.
THANK
YOU
THAT'S ALL FOR MY REPORT