The role of employees in continuous improvement: a study on employee participation

Abstract

Purpose This study aims to delve into the mechanisms through which managers can enhance employee participation effectively. Design/methodology/approach This study adopts the Motivation-Opportunity-Ability (MOA) framework to identify the interrelationships among various drivers. Different levels of Continuous Improvement (CI) maturity were also considered to assess the effectiveness of these drivers on employee participation. An in-depth case study was conducted, involving the selection of four business units from a multinational manufacturer in Germany to represent varying levels of CI maturity. Findings This study uncovered intermediary variables that mediate the impact of drivers on the high-level MOA variables. It also revealed how the effectiveness of these drivers varies across different levels of CI maturity. Originality/value While different facets of CI have been scrutinized, the importance of employee participation stands out as pivotal for achieving enduring and meaningful progress. Despite this recognition, many business organizations continue to grasp with the challenge of motivating their employees to actively engage in CI initiatives. This study extends the applicability of the MOA framework and enriches the CI literature by offering deeper insights into the behavioural perspectives of employees. In practical terms, the findings of this study provide valuable guidance to decision-makers and HR department on staff training and development, enabling them to formulate more effective strategies aimed at fostering and augmenting employee participation in CI endeavours.