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Employee Involvement

Employee Empowerment


high involvement. 2 . engagement. higher performance and greater flexibility. commitment and productivity of their members. Industrial Democracy and quality of Work Life. work design. • Employee involvement is a broad term that has been variously referred to as or related to empowerment.• Faced with competitive demands for lower costs. participative management. organizations are increasingly turning to employee involvement to enhance the participation.

3 .Employee Involvement • It seeks to increase members’ inputs into decisions that effect organization performance and employee well being. • It can be described in terms of four key elements which can promote worker involvement.

Organizations can promote EI by ensuring that the necessary information flows freely to those with decision authority. 4 . b) Information: Timely access to relevant information is vital for making effective decisions.a) Power: it includes providing people with enough authority to make work related decisions covering various issues such as work methods. performance. The amount of power given may vary a lot. customer service and employee selection. task assignments.

rewards can have a powerful effect on getting people involved in the organization. d) Rewards: Because people generally do those things for which they are recognized. 5 .c) Knowledge and skills: EI contributes to organizational effectiveness only to the extent that employees have the requisite skills and knowledge to make good decisions. Organizations can facilitate EI by providing Training and development programmes.

If all four are made available throughout the organization.These four elements contribute to the employee Involvement programme success by determining how much employee participation in decision making is possible in the organizations. 6 . Further. EI would be attained. they must be changed together to get positive results. because the four elements are interdependent. and especially at the lower levels.

7 . b)EI interventions can improve employee motivation. particularly when they satisfy important employee needs.How Employee Involvement affects productivity EI practices can improve productivity in three ways: a)Such interventions can improve communication and coordination among employees and organizational departments and help integrate them.

thus enabling them to perform better. 8 . It can be said that these practices increase employee well being and satisfaction by providing a better work environment and a more fulfilling job.c) They improve the capabilities of the employees. Improved productivity can also increase satisfaction particularly when it leads to greater rewards.

9 . Also known as ‘Collateral structures’. ‘dualistic structures’ or ‘shadow Structures’. these operate in conjunction with the formal organization.Employee Involvement Applications • The three major ones are: a)Parallel Structures Involves members in resolving ill-defined complex problems.

• They provide members with an alternative setting in which to adress problems and to propose innovative solutions free from the existing formal organization structure. 10 . • Two most common Parallel structures are cooperative Union Managemant projects and quality circles. These structures facilitate problem solving and change by providing time and resources to members to think. talk and act in new ways.

Application stages • Cooperative Union Management projects and quality circles interventions fall at the lower end of the EI scale and are typically implemented in the following steps: a) Define the purpose and scope b) Form a steering Committee c) Communicate with organization members d) Create forums for employee problem solving e) Address the problems and issues(Action research process) f) Implement and evaluate the changes 11 .

• Quality is achieved when organizational processes reliably produce products and services that meet or exceed customer expectations. 12 . pushes decision making power downwards in the organization and ties rewards to performance. • TQM increases workers’ knowledge and skills through extensive training .provides relevant information to employees.b) Total Quality management • It grew out of an emphasis on quality control and represents a long term effort to orient all of the organization’s activities around the concept of quality.

Application Stages a) Gain long term senior management commitment b) Train members in Quality methods(principles and tools of quality improvement) c) Start quality improvement projects d) Measure progress(benchmarks) e) Rewarding Accomplishment 13 .

14 . HIOs address almost all organization features.c) High Involvement Organizations • In modern times the focus is on using high involvement work practices to create high involvement organizations. • Unlike parallel structures that do not alter the formal organization or TQM interventions that tend to focus on particular processes. These interventions create organizational conditions that support high levels of employee participation.

Features: Most of such organizations include several if not all of the following features: Flat lean organization structures Innovative Job Designs Open Information systems Well defined career systems Proactive selection Proper training 15 .

16 . valued.Appropriate reward systems Participative and encouraging personnel policies Proper and pleasant physical layouts and working conditions. respected. capable of growing and trusted and that their understanding of and involvement in the total organization is desirable and expected. All these features of a HIO send a message to people in the organization that they are important.