Denis Collins believes that participatory management systems are inevitable in democratic societies because they are ethically superior to authoritarian management systems. Managers must begin to ...share decision making and economic outcomes with their employees if they want to obtain long-term efficiency and effectiveness in a competitive business environment. Changes in power relationships are bound to occur in the transitional period, Collins reports, and will challenge the flexibility of management. Scanlon Plans were developed in the 1930s as a way to link improvements in productivity to employee wages. Popular because of the large amount of employee involvement in their design, Scanlon Plans are in place at 260 Fortune 1000 companies, as well as many smaller firms. To understand the considerable variation in the success of gainsharing plans and participatory management more generally, Collins studied six companies that used Scanlon Programs, explaining the nuts and bolts of each plan. He addresses the concerns of workers, managers, and unions when they were present, highlighting political games employees must address to enhance success. Collins then offers a new theory of gainsharing based on conflicts of interest at work.
What drives or delivers engaged people? Employers need to focus on creating the right conditions. Employers can't impose engagement: people need to choose to engage themselves. In The Velvet ...Revolution at Work, the follow-up to his best-selling The CEO: Chief Engagement Officer, John Smythe explains that the essential ingredient of the right conditions is a culture of distributed leadership which enables people at work to liberate their creativity to deliver surprisingly good results for their institution and themselves. Using models, examples and anecdotes from his client research he goes on to demonstrate exactly how to design an engagement process; one that is integrated with your business strategy and that is sustainable.
Contents: Foreword; Introduction; Part I What is the Velvet Revolution at Work?: The velvet revolution at work - why now? Defining employee engagement; Introducing the primary levers and supporting enablers of engagement. Part II Strategy Delivered through People: Delivering Strategy and Change through Participative Interventions that Engage the Right People: Getting started and negotiating business outcomes; Your default approach to engagement: enabler or disabler?; Negotiating who should be engaged: the power of the peach; Designing and running engagement interventions that deliver fast commercial and cultural results; Sustaining the benefits of an engagement intervention; Creative dynamics that liberate breakthrough ideas. Part III Beyond the Intervention: the Engaged Organization: The evidence, Jerome Reback; Helping leaders at every level to engage their people - capability, Jerome Reback; Brand needs engaged employees to deliver the customer promise; The impact of employee engagement on internal communication; Digital technology needs the right culture to be an enabler of engagement, John Smythe with Ben Hart and Max Waldron; Objections to employee engagement; Epilogue: employee engagement: social movement or fleeting fad?; References; Index.
John Smythe, a founding partner of the Engage for Change consultancy, specialises in organisational communication and engagement. He was an organisational fellow with McKinsey, undertaking research into employee engagement, and has held senior public affairs posts for three American corporations: Occidental Oil, Bechtel Corporation and Marathon Oil. After leaving SmytheDorwardLambert in 2003, a consultancy acknowledged to be the thought leader in organisational communication, McKinsey and Company invited him to take a visiting organisational fellow role, undertaking research among sixty corporations and institutions in Europe and North America into current approaches in engaging leaders and employees in driving strategy and change. The research is available from Engage for Change. Earlier John was behind a start up in the same field called Wolff Olins/Smythe (1985-1989). He published (with Colette Dorward and Jerome Reback, fellow founders of SmytheDorwardLambert) Corporate Reputation, The New Strategic Asset in 1989. John is author of The CEO - Chief Engagement Officer: Turning Hierarchy Upside Down to Drive Performance (Gower, 2007).
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.
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.
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.
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 the importance of employee initiatives for improving the environmental practices and performance of organizations has been clearly established in the literature, the precise nature of these ...initiatives has rarely been examined (particularly the issue of their discretionary or mandatory nature). The role of organizational citizenship behaviour in environmental management remains largely unexplored. The main objectives of this paper were to propose and validate an instrument for measuring organizational citizenship behaviour for the environment (OCBE). Exploratory (Study 1, N = 228) and confirmatory (Study 2, N = 651) analyses were conducted to examine the factor structure of OCBEs. The factor structure that emerged from Study 1 indicated that the three main types of OCBEs were eco-initiatives, eco-civic engagement and eco-helping. The factor structure found in Study 1 was confirmed by Study 2. Analysis of the three types of OCBEs highlighted the complexity of discretionary initiatives for the environment in the workplace and points to a number of avenues for further research.