Employee Involvement In Decision Research Articles

Creating Positive Customers Evaluation: The Impact of Efficient CRM Processes on Increasing Client Satisfaction

Commodity creation took precedence over endurance as the industrial revolution of the first half of the twentieth century led to the digitization of industrial techniques. Subsequently, the focus shifted to promotional elements that gave priority to consumer satisfaction. The technological advancements of the 20th century and globalization have brought humans to the highest levels of the asset organization, which has had a profound impact on employment. Ancient Hindu texts such as demonstrate the importance of human resources and demonstrate that structured management of human personnel dates back thousands of years. However, the first signs of the evolution of Hrd (human capital administration) approaches date back to the 1780 factory insurrection. During this time, technological breakthroughs necessitated improved work practices, productivity, and quality. The financial advantages of splitting of labor were discussed by Smith (1776) in his work “An Enquiry into the Causes and Nature of Wealth of Nations.” He suggested that specialization could increase the efficiency of labor. He perceived three benefits from a separation of labor: skill growth, time savings, and the ability to use specialized instruments. The creative endeavor of Owen (1825) demonstrates the significance of individuals in the operation of businesses. He maintained that one of the most effective expenditures managements can make is money invested in personnel development. Babbage (1832) investigated and developed the concept of specialization of labor in an even more thorough matching of individual expertise and abilities with particular tasks, based on his work, he came to that conclusion. As the work of Taylor (1911) tried to codify worker situations, procedures, methods, and tacit talents into concrete norms and formulae, a revolutionary shift occurred in the realm of interpersonal management practices. Research on the connection among productivity and the workplace was first undertaken by Mayo and his colleagues in 1927–1932. Barnard (1938) and other researchers followed up on these groundbreaking studies, which completely changed the realm of hiring and firing methods. The controversy about if effective human resources management is just jargon or a real concept is still up for debate, despite the fact that there has been a sizable body of literature on the subject. By analyzing the level of strategic HRM implementation and its effects on organizational performance in Nigeria’s manufacturing sector, this report aimed to expand the scope of previous research. The stated goal of the multi-respondent survey, which included 21 manufacturing organizations in the nation of Nigeria, had been to find a fit among corporate success and strategic staffing practices. The data obtained was evaluated using descriptive statistics, regression analysis, and correlational analysis. Results indicate that production enterprises in Nigeria employed moderate amounts of tactical HRM. Findings also show this path The main tactical human resources procedures that affect the effectiveness of organizations in Nigeria’s manufacturing sector are management devolution, creative hiring and hiring methods, ongoing workers education and training, based on shares compensation, performance appraisal, professional development, and active employee involvement in decisions and actions. It follows that businesses involved in production should focus more on these procedures in order to enhance their use throughout the sector.

Resistance to Change: Human Resources Issues in the Implementation of Industry 4.0 Technology

This research explores resistance to change in implementing Sustainable Development Goals (SDGs) through Industry 4.0 technology in Human Resources (HR) management. A review of 15 articles across sectors such as finance, education, and business reveals that resistance stems from factors like insufficient technological skills, fear of job insecurity, cultural reluctance, and inadequate support from senior management. These barriers hinder organizational progress, stifle innovation, and diminish competitiveness in the market. HR management must adopt a comprehensive approach involving skills development, fostering an innovation-friendly culture, and clear communication during change processes. Key challenges include managerial reluctance, future uncertainties, and employee concerns about career impacts. Effective strategies to combat resistance encompass transparent communication, employee involvement in decision-making, skills enhancement through training, and incentivizing cooperation. By comprehending resistance factors, their ramifications, and employing targeted strategies, organizations can adeptly navigate technological transformations, thereby ensuring successful integration of Industry 4.0 technologies aligned with SDGs.

The Extent Human Resource and Organization Behavior Ensure Organizational Long-Term Sustainability at Work Place in Wamata

The business case study on the extent human resource and organization behavior ensure organizational long-term sustainability at the workplace was done at WAMATA. The general objective of the case study was to assess the impact of human resource management practices and organizational behavior on organizational sustainability. Specifically, a business case study aimed to determine possible challenges and propose relevant solutions to mitigate those challenges. The business case study was driven by the situation faced by WAMATA of alarming trend of employee turnover. A descriptive case study design was employed to gather insights into the organizational dynamics at WAMATA. Primary data was collected through interviews with key stakeholders, while secondary data was obtained through documentary reviews. Data collection instruments used included interview questions and documentary review schedule. Data collection methods used to gather information from organizational records and reports included interviews and documentary review. Thematic analysis was used to analyze collected data, allowing for the identification of key themes and patterns related to human resource management and organizational behavior. Proposed solution include developing of friendly organization policies, create career paths and growth opportunities, flexible work hours, WAMATA should enhance employee involvement in decision- making, WAMATA should prioritize on work-life balance, and creation of learning and development programs. The business case recommends to WAMATA to improve working environment and to integrate ICT into business environment to enhance productivity and sustainability. The study concludes the practice of critical importance of human resource management and organizational behavior in achieving long-term sustainability at the workplace. The study recommends for continuous monitoring and evaluation of HR practices, fostering a culture of innovation and adaptability

Delegation and Employee Prosocial Behaviour in the Hospitality Sector in Port Harcourt

This study primarily examined the relationship between delegation and employee prosocial behaviour in the hospitality sector in Port Harcourt. The study adopted the cross-sectional research survey design. Primary data was generated through structured questionnaire. The population of the study was 1674 employees of 11 selected hotels in Port Harcourt. The sample size was also drawn using the Krejcie and Morgan (1980) sample size determination table. The reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. The hypotheses were tested using the Spearman’s Rank Order Correlation Coefficient. The tests were carried out at a 0.05 significance level. The findings revealed that there is a significant relationship between delegation and employee prosocial behaviour in the hospitality sector in Port Harcourt. Hence, the study concludes that delegation positively enhances employee prosocial behaviour in the hospitality sector in Port Harcourt. Implying that when organizations in hospitality sector actively engage in joint consultation practices, such as open communication, collaboration, and employee involvement in decision-making, there is a notable improvement in prosocial behaviors among employees. Therefore, the study recommends that there is a need to strengthen delegation platforms which involves creating structured forums where both management and employees can engage in meaningful discussions. This could include regular town hall meetings, feedback sessions, and collaborative workshops. By fostering an environment of open communication, these platforms can serve as a foundation for building a positive relationship between stakeholders.

Delegation and Employee Prosocial Behaviour in the Hospitality Sector in Port Harcourt

This study primarily examined the relationship between delegation and employee prosocial behaviour in the hospitality sector in Port Harcourt. The study adopted the cross-sectional research survey design. Primary data was generated through structured questionnaire. The population of the study was 1674 employees of 11 selected hotels in Port Harcourt. The sample size was also drawn using the Krejcie and Morgan (1980) sample size determination table. The reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. The hypotheses were tested using the Spearman’s Rank Order Correlation Coefficient. The tests were carried out at a 0.05 significance level. The findings revealed that there is a significant relationship between delegation and employee prosocial behaviour in the hospitality sector in Port Harcourt. Hence, the study concludes that delegation positively enhances employee prosocial behaviour in the hospitality sector in Port Harcourt. Implying that when organizations in hospitality sector actively engage in joint consultation practices, such as open communication, collaboration, and employee involvement in decision-making, there is a notable improvement in prosocial behaviors among employees. Therefore, the study recommends that there is a need to strengthen delegation platforms which involves creating structured forums where both management and employees can engage in meaningful discussions. This could include regular town hall meetings, feedback sessions, and collaborative workshops. By fostering an environment of open communication, these platforms can serve as a foundation for building a positive relationship between stakeholders.

MOTIVATION OF EMPLOYEES IN THE PUBLIC SECTOR THROUGH ORGANIZATIONAL COMMUNICATION CASE STUDY: VALA MOBILE COMPANY, KOSOVO

The aim of this study is to reveal the role of internal organizational communication in motivating employees in public service organizations. Data were collected from 249 surveyed employees, in the mobile telecommunications sector in Kosovo, specifically in the Vala mobile company. The collected data was analyzed by using the SPSS system. The study found that information sharing had the greatest effect on employee motivation, followed by employee involvement in decision-making. This paper can be useful for managers and heads to create an organizational culture that promotes both motivation and performance. This paper is unique as it examines the links between organizational communication, motivation, and performance.

Evidence from United Arab Emirates universities on effective human resources policies for employee perceived performance

The current research is to ascertain the effect of human resources (HR) policies and procedures on employees. The study is based on the quantitative method. The employees at the United Arab Emirates universities are the selected audience. Google Forms was used to disperse the survey, where 100 responses were collected in this study. The questionnaire adopted a Likert scale of seven points. Tests such as factor loading, internal consistency, Convergent Validity (AVE), Discriminant validity, Coefficient of determination (R2) and adjusted (R2), Path Coefficient (β), and t-test through ADANCO were conducted. This research shows that performance evaluation of all other variables, such as compensation, promotion practices, training and development, and employee involvement in decisions, has a really beneficial impact on PEP. The current research helps universities to plan the practices of HR and increase the PEP of their teachers. This is because it has the potential to provide professors, academic leaders, and supervisors with fresh perspectives that will aid in the spread of knowledge and the efficient operation of the academic workplace. Employee turnover in UAE government agencies is affected by management style and a lack of employee empowerment, according to the study. There were signs that workers' distaste for centralized leadership influenced their desire to remain with their current employers. Many research papers have been done on this topic in developed countries. However, none of these studies has been accomplished.

Impact of Employee Motivation on Maintaining Firm Performance

Employees are considered as key assets in an organization to ensure the attainment of sustainable business performance and long-term growth. The role of employee motivation in maintaining prolonged firm productivity is critically evaluated in this study. Relevant secondary articles are gathered in this study as a secondary qualitative strategy and an explanatory research design is adopted in this paper. Based on the relevant articles different factors that contribute in maintaining an optimum level of employee motivation are assessed here. It is found that the development of a positive work environment by maintaining team cooperation and communication plays a significant role in encouraging the workforce. Along with that, suitable leadership inclusion is also required to enhance employee motivation. An optimized connection with the top management contributes to resolve conflicts and issues within the workforce. Employee involvement in decision-making, providing adequate rewards and remuneration along with maintaining transparency within the organizational performance results in enhancing employee morale. It also helps the associated workforce in efficiently performing complex jobs. The retention of a talented workforce is also maintained in Keywords : Communication, Communication, Decision-Making, Employee Engagement, Employee Motivation, Job Performance, Job Satisfaction, Leadership, Organizational Growth, Team Cooperation, Teamwork

Involving or informing? Negotiating employee participation in organizational change

Language and communication are fundamental for management attempts to engage employees in decision-making on organizational change. However, we still know little about how the meaning of employee participation is negotiated between different organizational groups, and how this effects joint decision-making. Adopting an organizational discourse perspective, our ethnographic study of a relocation of a Nordic University shows how management and employees battle for the control of discourse about employee participation by employing and renegotiating the contextual meanings of communicational practices that foster employee involvement in decision-making. As a contribution, we demonstrate the discursively constructed character of employee participation and illustrate how it can act as a source of both consensus and dissensus in decision-making on organizational change issues.

Strategies to Implement Big Data Analytics in Telecommunication Organizations

Information technology (IT) leaders who do not invest in big data projects may struggle to gain a competitive advantage and business insights to improve performance. Grounded in Kotter’s change and Six Sigma models, the purpose of this qualitative multiple case study was to explore strategies IT leaders use to implement big data analytics successfully. The participants comprised 4 IT leaders from 2 telecommunication organizations in the United States of America, who expertly used big data analytics strategies to promote and maximize competitive advantage. Data were collected from semistructured interviews, company documents, and project-related documents. The collected information was examined by utilizing a thematic analysis approach. Four themes emerged from the data analysis process communication, training, employee involvement in decisions, and teamwork strategy. A key recommendation from these findings is for IT leaders to use successful communication strategies to convey the vision and objectives to all organizational levels. The successful communication-strategy can help evaluate business trends, forecasts, improve overall organizational performance and competitive advantage. The implications for positive social change include the potential for job creation, thus catalysing economic growth within communities.

Effect of Employee Involvement in Decision Making and Organization Productivity

The study is to examine the relationship between involvements in decision making and organization productivity. Employee involvement decision making (EIDM) is the extent in which employers allow its employees to involve in organizational decision making. The study was designed to investigate Deposit Money Bank in Yola (Access Bank). The focus of the study was to find out how involvements in decision making were handled in the organization. The simple and purposive sampling techniques were used to obtain a sample of 50 respondents for study, the questionnaire consisting of 20 questions on the various employee involvements in decision making in an organization and the data collected were analysed using tables and percentages. Finding from the study indicated that employee involvement in decision making is an effective tool to enhance productivity. The research revealed that allowing all employees to involve in decision making is the best and help increases commitment of workers as well as promoting creativity and innovation in the organization. The paper recommended that employees should be involved in decision making of an organization because it makes the workers feel part as owner of the organization; the relationship between managers and employee should be encouraged to enhance consultation and free flow of information in an organization.

Examining critical success factors augmenting quality of higher education institutes in India. A SEM_PLS approach

Examining critical success factors augmenting quality of higher education institutes in India. A SEM_PLS approach

EMPLOYEE PARTICIPATION IN DECISION MAKING AND ITS EFFECT ON JOB SATISFACTION

This research was set to determine the effects of Participatory Decision Making on Employee Satisfaction in Afghanistan International Bank. The core objective of this research is to determine the effects of participation in decision making on employee satisfaction among Afghanistan International Bank staff members. The study also examines the impact of employee commitment, organizational structure, leader behavior, academic level, and workplace on the job satisfaction of the staff. The importance of collaborative management empowering the member of the workforce today is one of the core tasks of managers. The general population of the study comprises employees of Afghanistan International Bank (AIB). The information gathered in this study consists of primary data and secondary data including articles, previous research, and websites. SPSS 24 software was used to analyze the information. Regression analysis was used to accept or reject the hypotheses and determine the relationship between personnel participation in decision making and job satisfaction. The results show that employee involvement in decision making has a positive effect on job satisfaction, while bank employees still participate in the decision making on average. The results also show that employee commitment, organizational structure, leader behavior, and the workplace are among the factors that produce a positive impact on participation in decision making and the level of education endures no relationship with participation in decision making.

Do “high-performance” human resource practices work in public universities? Mediation of organizational and supervisors’ supports

PurposeThe purpose of this paper is to explore the relationship between “high-performance” human resource practices (HPHRP) and organizational performance, using organizational and supervisors’ supports as mediating variables.Design/methodology/approachUsing cross-sectional design, the data were obtained from 311 public university lecturers in Nigeria. The study employed partial least square structural equation modeling (PLS-SEM) in the analysis.FindingsThe results suggested that the application of HPHRP in the public universities has direct and indirect effects on organizational performance. Also, HPHRP are linked with both organizational support and supervisory support. In turn, the organizational support and supervisory support are strongly linked with organizational performance. Furthermore, both organizational support and supervisory support fully mediate the positive relationships between HPHRP and organizational performance. The mediating role of both organizational support and supervisory support revealed their significance in HPHRP-performance link particularly within the context of public universities.Research limitations/implicationsThe study employed self-report in collecting data for all the major constructs.Practical implicationsThe study demonstrated the importance of HPHR practices (rigorous selection processes; training and development opportunities; information and communication practices; employee involvement in decision making; job security; fair reward system; team working and career management) and how they are directly related to organizational support, supervisory support and performance of organization. Second, for the management to enhance organizational performance (particularly in public universities), the need to emphasize on appropriate and effective HRM practices capable of promoting organizational and supervisory supports is required. This will enable the creation of supportive work environment that will promote better organizational performance.Originality/valueThe study adds value by providing additional understanding of the significant role of organizational support and supervisors support in HPHRP-organizational performance link.

Employee involvement in decision-making: the more the better?

PurposeThe purpose of this paper is to relate participative decision-making (PDM) to organizational learning, and examine the impact of PDM on organizational performance.Design/methodology/approachThe paper integrates the resource-based theory with organizational learning theory to develop a framework, and distinguishes PDM in which decisions are jointly made by employees and managers from employee decision-making (EDM) in which decisions are completely in the hands of employees. The paper incorporates an augmented Cobb–Douglass production function into a structural equation model to estimate the performance impact of PDM and EDM.FindingsThe paper tests the framework against firm-level data form China, and finds that PDM provides an opportunity for collective learning, and has a positive relationship with productivity-based profit gains; the positive relationship is stronger in firms whose management has greater accumulated knowledge and experience; EDM fails to provide an opportunity for collective learning, and has a negative relationship with productivity-based profit gains.Originality/valuePrior research focused on the role of PDM in enhancing the motivation and performance of individual employees, considered the degree of employee involvement as a continuum with the highest being decision-making “completely in the hands of employees,” and concluded that the more involved are employees in decision-making the better. This paper relates PDM to organizational performance, and challenges this conventional view from an organizational learning perspective.

A perspective on knowledge sharing and lean management: an empirical investigation

ABSTRACT We conducted a single-case study analysis of a global leading manufacturer of carton packaging for food and beverages, to reveal linkages between knowledge sharing (KS) and lean management (LM) and examine the moderating role of corporate culture. Such linkages, ensure that lean knowledge acquired during a company’s transformation from conventional management to lean, is appropriately shared to all interested parties. In this context, the study findings revealed that there are enablers (e.g., employee involvement in decision making; common targets and goals) and disablers (e.g., time constraints; extreme workload; complicated KMS) of KS in a lean context. Firms need to take into account both enablers and disablers in order to minimize “knowledge waste” and achieve successful lean outcomes. These KS-LM relationships highlight a need for organizations to depart from the mere operational view of lean to a holistic one by drawing attention to a “soft” paradigm into the maximization of lean.

Investigation on preconditions of productive manager-employee interaction

Purpose – to explore the factors for productive relationship between managers and employees. The article examines the role of the interrelationship of managers and employees in order to improve organisational performance. Design/methodology/approach – A quantitative study was conducted to collect empirical data. Research method - questionnaire. The questionnaire contains statements formulated on the basis of the theoretical analysis. Respondents were asked to answer the statements by choosing one of the 6 options: totally disagree, disagree, mostly disagree than agree, mostly agree than disagree, agree and fully agree. The summarized study results are shown in diagrams in a percentage. Findings – it was determined that during the period of transformations of public sector organisations, in order to improve the performance results, the heads of social service institutions should pay more attention to such factors as: attention to quality policy, promotion of personnel motivation, employee qualification improvement, employee involvement in decision-making, informing clients about the performance of the institution, tasks based on consensus between the managers and employees to improve the performance of the institution. Research limitations/implications – as respondents' answers were analyzed as a whole, it was not clear how much the opinion of managers and employees were close or different. Because of this limitation, we can only evaluate the research insights as general trends, and we cannot claim that most employees or most managers agree with the statement at the same level as after both managers' and employees' opinions were combined and analyzed. Practical implications – the results of this study may be useful for the heads of social service institutions to improve their organisational performance. Originality/Value – the study examined the role of the relationship between managers and employees in improving the organisation's activities in the field of social services. The article is based on a new approach to the manager's ability to achieve important results for the company: the theoretical analysis shows that without employees' provision and devotion, the manager would not be able to achieve high results even if he or she has the necessary competences, knowledge and skills. The study is original in that it was empirically verified and confirmed that this theoretical approach is indeed relevant to social service institutions. Keywords: management, leadership, employee commitment, organisational performance improvement. Research type: original research; viewpoint. JEL classification: I 31; I 39; J 24.

Human Resource Motivation, a Necessity Dictated by the Actual Condition of the Market and the Future: A study Performed in the Albanian Banking Sector

0

An Adaptive Use of Viable System Model with Knowledge System Diagnostics Serving Industrial Democracy in a Textile Manufacturing Company

The primary purpose of this research is to improve Beer’s Viable System Model (VSM) which is built on cybernetic principles and tools and aims to design adaptive, responsive and goal-seeking organisations possessing all features of viability. Assessing the strengths and weaknesses of VSM, this research proposes to enhance the model by using it in combination with Topp’s Knowledge System Diagnostics (KSD) which tries to uncover an organisation’s rules of formation making possible the creation and maintenance of knowledge within an organisation. It is thought that, equipped with this information, an adaptive application of VSM with KSD might cure unhealthy managerial practice—a lack of employee involvement in decision making and responsibility and authority sharing—observed both in a textile manufacturer and VSM. Methodological implications of this version of multimethodology are discussed, and then research site issues are revealed and recommendations are made.

A cross‐cultural examination of the relationships among human resource management practices and organisational commitment: an institutional collectivism perspective

Previous research has shown that human resource management (HRM) practices vary across cultures. However, little research has empirically compared the effects of various HRM practices on firm‐level or individual‐level outcome variables across cultures. Drawing upon psychological contract theory and the literature on cultural values, the present study examined the effects of three organisational‐level HRM practices on individual organisational commitment in a survey of 2424 individuals in 120 organisations located in four countries and three industries. Based upon the GLOBE study, we classified the four countries into two groups – high versus low institutional collectivism. The results of our hierarchical linear modelling (HLM) analyses found significant differences in the effects of organisational‐level HRM on individual organisational commitment across cultures for two of the three HRM practices included in our model: training and teamwork. We also found partial support for differences across cultures for the effects of the third HRM practice: employee involvement in decision making. Overall, our results support the utility of theoretical and empirical models that address multiple levels of analyses to better understand the mechanisms through which the HRM‐performance link takes place across national cultures.