This volume explores and presents challenges that "traditional" organisations experience once they take off towards self-managing organisations - what Laloux (2014) called Teal Organisations. It ...offers a new roadmap for leaders who are responsible for the implementation of self-managing teams in organisations.
The capital in joint-stock companies is of great importance due to its role in achieving the company’s goals and employing it in the conduct of its affairs. Therefore, we find concerted efforts ...between the founders and subscribers in collecting the necessary funds to achieve this goal. The personal scope of ownership as an effective means to achieve the participation of workers in the ownership of the capital, as an exception to the traditional rules of ownership of shares, which restricted the ownership of capital to its shareholders. Legally defined, in appreciation of their efforts in managing the company’s affairs.
This book informs debates about worker participation in the workplace or worker voice by analysing comparative historical data relating to these ideas during the inter-war period in Australia, ...Canada, Germany, the UK and the US. The issue is topical because of the contemporary shift to a workplace focus in many countries without a corresponding development of infrastructure at the workplace level, and because of the growing ‘representation gap’ as union membership declines. Some commentators have called for the introduction of works councils to address these issues. Other scholars have gone back and examined the experiences with the non-union Employee Representation Plans (ERPs) in Canada and the US. This book will test these claims through examining and comparing the historical record of previous efforts of five countries during a rich period of experimentation between the Wars. In addition to ERPs, the book expands the debate will by examining union-management co-operation, Whitley works committees and German works councils.
Sharing in the Company Kato, Takao; Poutsma, Erik; Ligthart, Paul E. M
2017, Letnik:
17
eBook
Volume 17 of Advances in the Economic Analysis of Participatory and Labor-Managed Firms provides detailed analysis on standard econometric studies to new institutional economics to behavioral ...economics.
Cooperatives at Work Cheney, George; Noyes, Matt; Do, Emi ...
Emerald Publishing Limited eBooks,
2023
eBook
Odprti dostop
Cooperatives at Work presents a range of success stories in employee ownership and worker cooperative enterprise, showcasing how such firms can embody important and highly contested ideals of ...democracy, equity, and social transformation.
Employee Empowerment Bloom, Daniel T.
2021, 20200609, 2020, 2020-06-09, Letnik:
1
eBook
Employee Empowerment fully analyzes this workplace condition, which is a major concern for most CEOs. The solution proposed by this book is the introduction of the TLS (Theory of Constraints - Lean - ...Six Sigma) Continuum Empowerment model, which comprises three levels of empowerment - Management, Cross-Functional Team, and Individual. The first is the empowerment that comes from upper management to the organization as a whole. The second level is the empowerment that comes from the various cross-functional teams and the final level is from the individuals themselves through their ability to take ownership in the processes in which they are involved. The end solution in the book is that if we can get the human capital assets to take ownership of the processes (that is, empower the front-line employees), it will increase the level of engagement. If they become more engaged they will empower the organization at all levels to introduce sustainable change management to resolve problems within the organization. One of the tools of individual empowerment is the use of the Six Sigma toolbox.
This book makes the case that when human capital assets take ownership of the processes, then we have greater engagement, and thus a more empowered organization.
Suitable and valid operational performance metrics are important means to translate an organization’s strategy into action. However, developing high-quality operational metrics is challenging because ...such metrics need the right degree of context specificity to be meaningful to the managers and employees who will use them. We investigated whether managers consider metrics that have been co-developed with operational employees to be of higher quality and, in turn, whether they use these metrics more—and whether this use is linked to greater employee job performance. On the basis of self-determination theory, we investigated if different uses of performance metrics have different effects. We surveyed 86 pairs of operational employees and their immediate managers in various jobs and industries and tested our hypotheses with structural equation modeling. Results showed that when employees were involved in the development of performance metrics, managers perceived the metrics to be of better quality and employed those metrics more for evaluating and rewarding employees. Moreover, we found employees’ performance was only higher when the metrics were used for evaluation purposes. We found no effect for using the metrics for monetary compensation or nonmonetary rewards. In sum, this study demonstrates that employee participation in the development of performance metrics has beneficial effects on the metrics’ quality, and shows that the subsequent effect on job performance depends on how these metrics are used. We discuss implications for managers who want to ensure that the effect on employee job performance is positive when they involve employees in the development of operational performance metrics.
Healing Together Kochan, Thomas A; Eaton, Adrienne E; McKersie, Robert B ...
04/2009
eBook
Kaiser Permanente is the largest managed care organization in the country. It also happens to have the largest and most complex labor-management partnership ever created in the United States. This ...book tells the story of that partnership-how it started, how it grew, who made it happen, and the lessons to be learned from its successes and complications. With twenty-seven unions and an organization as complex as 8.6-million-member Kaiser Permanente, establishing the partnership was not a simple task and maintaining it has proven to be extraordinarily challenging.
Thomas A. Kochan, Adrienne E. Eaton, Robert B. McKersie, and Paul S. Adler are among a team of researchers who have been tracking the evolution of the partnership between Kaiser Permanente and the Coalition of Kaiser Permanente Unions ever since 2001. They review the history of health care labor relations and present a profile of Kaiser Permanente as it has developed over the years. They then delve into the partnership, discussing its achievements and struggles, including the negotiation of the most innovative collective bargaining agreements in the history of American labor relations.Healing Togetherconcludes with an assessment of the Kaiser partnership's effect on the larger health care system and its implications for labor-management relations in other industries.
Continuous improvement (CI) is still one of the strongest ways for companies to achieve process excellence in order to survive in nowadays' competitive environments. Yet, it is still very difficult ...to implement and sustain CI systems, mainly because of the difficulty in engaging people in these activities. Based on an exhaustive literature review, followed by a three-round Delphi study with Spanish experts, this paper helps to assess what the main elements are with respect to the CI system that could motivate employees' intention to participate in CI activities. Main results show 44 elements grouped into 10 factors that could affect employees' intention to participate. These factors were structured into a more comprehensive model following an interpretive structural modelling approach.
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