This volume examines the different ways in which businesses can improve performance by cultivating more employee involvement in their jobs and in the organization itself. The first chapters review the history and empirical research in this area and make a case for greater employee participation in the workplace. Subsequent chapters survey the varieties of employee participation - quality of work, life programmes, quality circles, gain-sharing plans, self-directed work teams and employee ownership - with special attention to implementation. The final chapters summarize the success factors for better employee involvement systems.
As issues of employee involvement and participation once more evoke considerable controversy, this textbook provides an accessible overview of the main strands, perspectives and debates in current thinking and practice. It adopts a comparative international approach, addressing developments in the United Kingdom and mainland Europe, the United States and elsewhere. The authors identify two main strands of evolution: one driven by managerial interests in enhancing and controlling employee commitment and performance; the other deriving from employees' attempts to influence high-level organizational decision-making. In particular, they examine and analyze: the background of key concepts, issues and philosophies underpinning these different strands; the range of current employee involvement methods, from the individualistic and management-led to more regulated collective approaches; and the rationales and responses of employees, unions and employers to the various initiatives. Throughout the book the authors evaluate the contrasting philosophies and practices in the context of the rapidly evolving organizational and economic landscapes of advanced industrialized countries. Relevant factors include declines in manufacturing industries, deregulation of labour markets, intensifying international competition and the ever-increasing globalization of enterprise.
Participation In The Management Or Involvement In The Affairs Of The Organization Breeds Commitment Boosts Morale And Enhances Productivity. This Has Given Rise Participative Management (Pm) Or To Workers Participation In Management (Wpm) As Positive Practice And Intervention At Place Of Work As Well As A Major Area Of Study And Research In Academics. It Is At This Academic Juncture The Present Empirical Study Of The Extent, Determinants And Implications Of Workplace Democracy In Indian Industrial Setting Are Undertaken. Though Workers Participation As An Instrument Of Industrial Democracy And As An Area Of Sociological Specialization Has Been A Widely Debated Topic For A Number Of Years Throughout The Industrial World, It Is Still In The Nascent Form In India.The Present Study Seeks To Probe Empirically Into The Socio-Cultural Realities Pertaining To The Pm From A Sociological Perspective In General And Structural Functional Perspective In Particular. In Doing So, It Seeks To Focus Empirically Upon The Nature, Extent, Determinants, Effectiveness And The Consequences Of Pm In Indian Work Organizations. It Purports To Explain The Machineries, Their Constitution, Functions And Functioning On The One Hand And The Structural, Environmental And Socio-Cultural Determinants Of Their Function On The Other, Seeking To Establish Causal Relationships And Identify Recurrent Patterns With A View To Develop Empirical Model And A Theoretical Framework For The Scientific Understanding Of Pm In Indian Context.
This title was first published in 2001. Management of the employment relationship changed markedly in the last two decades of the 21st century, and a major part of this has been the extension of employee involvement and participation in the workplace. Modern management theorists and researchers have commonly emphasized the importance of two-way communication and co-operation between management and labour in determining the success of human resource management (HRM) strategy and in maximizing workplace efficiency. Some researchers argue employee participation and empowerment are progressive management practices which have universal benefits to performance enhancement, as opposed to most other HRM practices whose success is contingent upon the organizational context. This title explores these themes through an international collection of case studies, which are the outcome of a comparative project of the Workers' Participation Study Group of the International Industrial Relations Association (IIRA).
The conference is hosted by Program Pascasarjana Universitas Syiah Kuala (recognizably abbreviated as PPs UNSYIAH), the largest and the oldest national university in Aceh. The IGC will provide an excellent opportunity for academics, teachers, students, educators, researchers and education stakeholders to share knowledge and research findings as well as to present ideas raising awareness of the Sustainable Development Goals to promote research and action in Innovation, Creativity, Digital and technopreneurship for Sustainable Development and technological Contexts.
Research indicates that greater employee involvement in workplace decisions has a positive impact on workplace productivity and firm performance generally. This paper presents a qualitative assessment of this research, with a focus on understanding how employee involvement can improve productivity. It studies the development of innovative work systems in recent years and also discusses the conditions that are necessary for sustaining and stimulating workplace innovations that enhance productivity. The final sections consider possible directions for research and public policy.
Employee participation programs have many faces, many definitions, many forms—and they change all the time. For some people they are meant to solve every problem in the workplace. For others they are ways to reduce resistance to management and its efforts to bring about organizational change. Still others see them as totally redundant and a hindrance to efficency and the implementation of good management practices. To make sense of it all, Bar-Haim integrates—historically, thematically, analytically—the wide but often incoherent knowledge we have about these programs, and in doing so portrays them in a clear, useful, multidimensional manner. The result is a work of scholarship and practical guidance that students, scholars, researchers, and executives will find important, an action-oriented source of vital information. Bar-Haim shows that participation programs in work organizations have always attempted to solve three basic human problems, problems stemming from industrial democracy and equality, work alienation, and occupational and managerial effectiveness. To do this he uses a rare multidimensional technique. He describes and analyzes the processes and behavior of participation, participants, and organizational forms using a a variety of conceptual and theoretical frames drawn from the social and management sciences. He enhances our understanding of participation programs on micro and macro levels, and then provides practical guidelines from the real-world experience of other scholars and executives. Among the several ironies he discovers are that the roles of enthusiasts, opponents, and skeptics changed during the course of a jubilee of these programs. By integrating a large body of research and suggesting a formal model to evaluate existing employee programs and projected ones, his book attempts to ease the enigmatic ambivalence we have toward worker participation in general. In fact, he shows that by better understanding the dynamics of participation programs, it is possible for those who desire such programs to create, construct, and maintain better ones.
