Employee Involvement
Employee Involvement
Dr A. H. BusariFSKPM
Dr A. H. BusariFSKPM
Organization Developmentand Change
Organization Developmentand Change
15-2
Learning Objectivesfor Learning Unit 15
To understand the principle characteristicsof employee involvement interventions
To understand the three predominantapplications of employee involvement
15-3
Employee Involvement
Employee involvement seeks to increasemembers’ input into decisions that affectorganization performance and employeewell-being.
Employee involvement (EI) is the broad termfor diverse approaches to gain greaterparticipation in relevant workplace decisions.
15-4
Employee Involvement
Power
Extent to which influence and authority arepushed down into the organization
Information
Extent to which relevant information is sharedwith members
Knowledge and Skills
Extent to which members have relevant skills andknowledge and opportunities to gain them
Rewards
Extent to which opportunities for internal andexternal rewards are tied to effectiveness
15-5
EI and Productivity
Employee
Involvement
Intervention
Improved
Communication
and Coordination
Improved
Motivation
Improved
Capabilities
Improved
Productivity
15-6
Secondary Effects of EI onProductivity
Employee
Involvement
Intervention
Productivity
Productivity
Employee
Well-being and
Satisfaction
Attraction and
Retention
15-7
Employee InvolvementApplications
15-8
Parallel StructureApplication Stages
Define the parallel structure’s purpose andscope
Form a steering committee
Communicate with organization members
Form employee problem-solving groups
Address the problems and issues
Implement and evaluate the changes
15-9
High InvolvementOrganization Features
Flat, lean organizationstructures
Enriched work designs
Open informationsystems
Sophisticated selectionand career systems
Extensive trainingprograms
Advanced rewardsystems
Participatively designedpersonnel practices
Conducive physicallayouts
15-10
TQM Application Stages
Gain long-term senior managementcommitment
Train members in quality methods
Start quality improvement projects
Measure progress
Rewarding accomplishment
15-11
Deming’s Quality Guidelines
Create a constancy ofpurpose
Adopt a new philosophy
End lowest costpurchasing practices
Institute leadership
Eliminate empty slogans
Eliminate numericalquotas
Institute on-the-jobtraining
Retrain vigorously
Drive out fear
Break down barriersbetween departments
Take action to accomplishtransformation
Improve processesconstantly and forever
Cease dependence onmass inspection
Remove barriers to pridein workmanship
15-12
Deming’s Seven Deadly Sins
Lack of constancy of purpose
Emphasizing short-term profits and immediatedividends
Evaluation of performance, merit rating, orannual review
Mobility of top management
Running a company only on visible figures
Excessive medical costs
Excessive costs of warranty