Abstract
ABSTRACTThis paper describes employee involvement (EI) tactics used in several Memphis-based manufacturing firms and uses contemporary academic and business writings to develop a theory-based rationale for them. Generic economic forces creating a need for greater EI are discussed, along with the relationship between workers' contributions and those forces.Research is reviewed that links a firm's use of EI strategies with improved ROI. Lawler's method of classifying EI methods in terms of their movement of information, knowledge, power, and rewards to lower organization levels is discussed. It is shown that reported payoffs from EI increase in proportion to the transfer of Lawler's four key factors. EI programs requiring little transfer of the four factors seem to behave like short-term savings projects. More-complex programs have a potential to lower total manufacturing costs up to 35% or more over the long term.Implementation of EI programs requires resources, time, and patience. Most applications need e...
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