Employee Voice in Emerging Economies Amanda Pyman, Paul J. Gollan, Adrian Wilkinson, Cathy Xu, Senia Kalfa / Amanda Pyman, Paul J. Gollan, Adrian Wilkinson, Cathy Xu, Senia Kalfa
2016, 2016-12-09, Letnik:
23
eBook
Within the labor relations paradigm, employee voice is broadly defined as the ways and means through which employees 'have a say' and influence organizational issues at work. Whilst we know much ...about employee voice in the Anglo-American (developed) world, we know much less about how employee voice operates in emerging economies. This volume explores the nature of employee voice in four emerging economies: Argentina, China, India and South Korea. The volume brings together an internationally renowned group of contributors who are experts in their field and an authority on their countries, to combine cutting edge research and theory in this essential exploration of voice in emerging economies. This volume identifies, inter alia, novel forms and channels of employee voice, new institutional and informal actors, new challenges to social dialogue and representation in emerging economies, and, the importance of cultural norms in predicting employee voice behaviors. The volume therefore provides a timely challenge to the predominant assumptions that underline the nature, operation and effectiveness of employee voice in the Western world.
In Workers' Self-Management in Argentina, Marcelo Vieta homes in on the history, consolidation, and socio-political dimensions of Argentina's empresas recuperadas por sus trabajadores ...(worker-recuperated enterprises), a worker-led company occupation movement that has surged since the turn-of-the-millennium and the country's neo-liberal crisis.
BACKGROUND AND OBJECTIVES: Sustainable development is a process that envisions a desirable future for human societies in which living conditions and resource use meet human needs without compromising ...the integrity, beauty, and stability of vital systems. Knowledge-based companies today are among those companies that act as factories for converting knowledge into goods and services. In this regard, organizational social responsibility can be the basis for the sustainable development of companies and organizations. Therefore, this research aims are to examine the role of the organization’s social responsibility for sustainable development in terms of mediating the participation of employees of knowledge-based companies. METHODS: This research is applied in terms of purpose, descriptive survey and correlation in terms of method. Field and library methods, literature reviews, and standard questionnaires were used to collect information. The statistical population consisted of 578 senior and middle managers of knowledge-based companies in the Science and Technology Park of Sharif University of Technology, Tehran- Iran, and 231 people were sampled using Cochran's formula method and stratified random sampling. A standard questionnaire was also used to collect information. The validity of the questionnaire was checked and confirmed using convergent and divergent validity and confirmatory factor analysis and its reliability using Cronbach's alpha coefficient, joint and combined reliability. Finally, the collected data was analyzed using SPSS and smartPLS software’s.FINDINGS: Based on the results of the Kolmogorov-Smirnov test, the significance of this test was calculated for all indicators less than 0.05 and 0.000, and due to the lack of normal distribution of the data, the smart PLS software was used. The overall fitting criterion was calculated to be 0.551, which means that the model fits well. When testing the main hypothesis, a coefficient of 0.408 was calculated, showing that employee participation explains 40% of the impact of social responsibility on sustainable development. The path coefficient of the sub-hypotheses for these relationships is above 0.5 and the significance is above 1.96. It can be said that the sub-hypotheses of the research are confirmed.CONCLUSION: According to the indicators obtained, the organization’s social responsibility positively and significantly impacts sustainable development and employee participation. The positive role of employee participation in sustainable development was also confirmed. Finally, the results showed that employee participation can mediate the impact of social responsibility on sustainable development.
Much empiric research had been conducted on the antecedents of employeeorganizationalcommitment.However,thereisstilllessresearchthatexaminestheeffectofHR management praxis, such as performance ...appraisal systems, career planning systems,andemployeeparticipationonorganizationalcommitment.Inthisstudy,Itestedtheimpactof these three variables in explaining employee work commitments in the banking sector inWestJava.Basedonasurveyof98employeesin20privatebanksinWestJava,thisstudyusesregression analysis, correlation analysis, and G-test to test hypotheses. The results showedthattheperformanceappraisalsystem,careerplanningsystemandemployeeparticipationsignificantly influence employee work commitment. This result also indicates that the levelof organizational commitment of employees in the private banking sector in West Java islow. Therefore, this study suggests that for employees to be genuinely committed to theirwork, companies must make objective efforts in managing performance appraisals, careerplanning, and employee participation to ensure effective implementation and to achieveexpectedresults.
We used threshold theory to investigate the relationship between employee ownership and financial misdeeds. In particular, we theorized that monitoring and incentive benefits of employee ownership ...coupled with longer term orientation are two primary theoretical drivers for decreasing the incidence of financial misdeeds in employee-owned firms. Using a sample of 388 investment firms representing 3,421 firm-year observations between 2000 and 2015, we found that employee ownership has an inverted-J-shaped relationship with organizational financial misdeeds such that the negative effect of employee ownership is significant only at medium-to-high levels. We also found that the inverted-J-shaped relationship was stronger when an organization was smaller or practiced giving short-term incentives. We discuss the theoretical and practical implications of these findings.
Recent empirical research generally finds evidence of positive economic effects for works councils, for example with regard to productivity and – with some limitations – to profits. This makes it ...necessary to explain why employers’ associations have reservations about works councils. On the basis of an in-depth literature analysis, this article shows that beyond the generally positive findings, there are important heterogeneities in the impact of works councils. The authors argue that those groups of employers that tend to benefit little from employee participation in terms of productivity and profits may well be important enough to shape the agenda of their employers’ organization and have even gained in importance within their organizations in recent years. The authors also discuss the role of deviations from profit-maximizing behavior like risk aversion, short-term profit-maximization and other non-pecuniary motives, as possible reasons for employer resistance.
This research aims to study possible effects or impacts of COVID-19 in the context of a democratic organizational system analyzing how COVID-19 has influenced employees' perception of their ...participation in decision-making and its impact on some psychological outcomes and emotions. COVID-19 has accelerated the process of implementation of new frameworks at work (digitalization, teleworking, new skills, and abilities) that have generated the modification of culture and employee management practices. Our hypothesis are, on the one hand, that COVID-19 has generated changes in participation structures and internal communication mechanisms, having to make modifications not to deteriorate the perception of employees about their participation in decision making. On the other hand, COVID-19 has generated changes in the psychological outcomes and emotions of the employees. In the study, we analyze a cooperative belonging to the MONDRAGON cooperative group, where participation in decision-making and ownership is in its DNA. Through qualitative (5 focus groups) and quantitative (short questionnaire) methodologies, involving 42 employees, we investigate firstly, how COVID-19 has affected perceptions about participation in decision-making analyzing what role has played internal communication in these perceptions. Secondly, we investigate how COVID-19 has affected psychological outcomes and emotions. In this case, the perceptions arising from participation in decision-making focus on the assessment that participators make of the governance channels and the day-to-day meetings. Therefore, their appropriateness seems to be a key factor in the perception of participation in the COVID-19 era. Differences have been detected between the perceptions of blue and white collar employees. Such differences have also been founded in the psychological outcomes and emotions. Although this is a single case study, the analysis carried out provides elements of reflection to modify and restructure the decision-making and participation mechanisms, adapting them to the needs of blue and white collar employees in order to "guarantee" the expected outcomes.
While burgeoning research has shown the relevance of dynamic capabilities in terms of managers identifying and pursuing business opportunities, much less is known about the role of involving ...employees without managerial status in those activities. In this paper, we examine the impact of employee participation on the enactment of dynamic capabilities. The results of our survey-based linear regression analysis show that employee participation is positively related to the dynamic capabilities of a firm. Furthermore, we hypothesize and find that managers can facilitate employee participation through both trust in and informal control of subordinates. Our findings also suggest a positive relationship between informal control and dynamic capabilities, and point to employee participation as a mediator in the relationship between trust and dynamic capabilities. Our results extend the literature on dynamic capabilities by highlighting and demonstrating the important role of employee participation in identifying and pursuing business opportunities through dynamic capabilities as well as the relevance of trust and informal control therein.
PDF
