Employee Involvement Practices Research Articles

Employee involvement practices in lean manufacturing: a multi-method approach

Employee involvement practices in lean manufacturing: a multi-method approach

Team Creativity and Green Human Resource Management Practices’ Mediating Roles in Organizational Sustainability

The study of green human resource management (GHRM) can help with the creation of organizational strategies that are sustainable for businesses. The main purpose of this research was to examine the underlying strategies for enhancing green teams’ creativity as well as green human resource management practices and their effects on the sustainability of companies. We contribute to filling this gap by developing and testing a set of hypotheses in order to provide a first attempt at analyzing the antecedents and outcomes of green team creativity (GTC) and green human resource management practice (GHRM) in Saudi organizations. A questionnaire survey served as the primary method of data collection for the green team creativity and green human resource management practice studies. A total of 198 Saudi Arabian employees from one company completed the data gathering form, and the data were analyzed using partial least squares (PLS) 3.3.3. Quantitative structural equation modeling was employed to analyze the results. The analysis showed that independent variables positively influence green team creativity and green human resource management practices, which in turn have a significant positive impact on organizational sustainability. The results also provide evidence for the mediating effect of team creativity and green human resource management practice on the links between green recruitment and selection; green training, involvement, and development; green performance and compensation; green performance management and appraisal; green employee involvement practices; top management support and environmental orientation; and organizational sustainability. The implications of these results for theory and HRM practices in Saudi organizations are taken into consideration.

Green HRM Practices and Environmental Performance: Mediation of Employee Environmental Commitment

The impact of green human resources management (Green HRM) practices, such as green competence building practices, green motivation enhancing practices, and green employee involvement practices on environmental performance via employee environmental commitment, was investigated in this study. An online survey of 155 academic personnel from 20 Pakistani universities ranked in UI-Green Metric 2021 for having green campuses was conducted using prior validated measures. The findings revealed a positive link of Green HRM practices (green competence building practices, green motivation enhancing practices, and green employee involvement practices) with employee environmental commitment and universities’ environmental performance. Employee environmental commitment mediated the relationship between all three Green HRM practices and environmental performance. Results suggest a need to enhance the environmental commitment of employees by promoting green HRM practices to increase green environmental performance for attaining environmental sustainability goals. Keywords: Green HRM practices, competence building, motivation enhancing, employee involvement, environmental commitment, environmental performance.

Trade union influence on innovation in the British private sector: Direct and indirect paths

This article examines relationships between trade unions and firms’ innovation activity. Drawing on nationally representative data covering 1,384 firms in the UK, the article employs probit analysis to estimate the effect of trade union representation at the workplace on different types of innovation. The findings show significant and positive correlations between trade union representation and the introduction of new processes and new methods of marketing. The study also found a positive and moderately significant indirect effect on innovation arising from union influence on training provision and employee involvement practices. In addition, when unions are associated with shaping long-term oriented staffing practices, the positive indirect effects are strengthened.

Employee Involvement and Participation as a Function of Labor Relations and Human Resource Management: Evidence from Greek Subsidiaries of Multinational Companies in the Pharmaceutical Industry

Employee involvement and participation is part of Labor Relations and Human Resource Management. This study is to identify how and to what extent employee involvement and employee participation mechanisms are used in the Greek subsidiaries of multinational companies in the pharmaceutical industry. The issues examined in this study are the design of employee involvement and participation practices, the similarities and differences of employee participation practices in the group of companies internationally, corporate employee communication and consultation mechanisms, corporate policy towards trade unions and the EWC nature and agreements. The research method is qualitative with semi-structured interviews conducted with management executives, human resource management executives and the selected organizations participating in the study are active in the pharmaceutical industry and fall within the scope of Directive 2009/38/EC/16.5.2009 on the right of employees to information and consultation at Community-scale companies and groups of companies. The findings indicate that most of the participant companies when designing employee involvement and participation practices, consider a formal model of best practices that has been codified for all multinational companies. Regarding the global company’s policy on consultation and employee involvement most of the participant companies state that they provide a little more than the institutional framework requires. Nevertheless, management receives information about the activity and meetings of the EWC systematically at the time of EWC meetings. Increasing employee participation requires both management attention and initiatives on the part of employees.

Impact of green human resource management practices on employee engagement from the perspective of banking employees

The scope of green human resource management (GHRM) has gotten intense concern from researchers over the last decade. However, little work has been accomplished in taking GHRM practices to attain distinct goals of the workplace, such as employee engagement (EE). Using random sampling and dispersion of the questionnaire among HR managers (n = 432) and by utilising SEM modelling, this study endorsed that employee engagement is anticipated to be improved by employing GHRM into practices within three ways, green appraisal practices (GAP), green employee involvement practices (GEIP) and green training practices (GTP). The profound investigation demonstrated the positive nexus of each GHRM practice (i.e., GAP, GEIP and GTP) on employee engagement drawing on resource-based theory. The present findings assure a significant contribution to the literature on GHRM and employee engagement along with several implications both practical and managerial. This study promotes GHRMs' notion and uplifts firms seeking employee engagement toward a particular workplace. Some future potential are reported for worldly scholars based on current deficiencies of the study.

Unlocking employee’s green behavior in fertilizer industry: the role of green HRM practices and psychological ownership

The engineering of agrochemicals and inorganic fertilizers indirectly facilitates the emissions of NO2 and CO2. The extensive use of pesticides and inorganic chemical fertilizers has drawn the world’s attention to green practices. Grounded on the ability-motivation-opportunity (AMO) theory, we investigated the effect of green human resource management (GHRM) practices on employees’ green behavior with the mediating role of psychological ownership. We applied the partial least square structural equation modeling (PLS-SEM) technique to 279 responses acquired from the fertilizer manufacturing firm employees. The results show that GHRM practices (green competence building, green motivation enhancing, and green employee involvement practices) significantly improve employee green behavior. Additionally, GHRM practices enhance the sense of ownership of nature among employees due to which they involve themselves proactively in eco-friendly activities and behavior.

TOTAL QUALITY MANAGEMENT PRACTICES AND PERFORMANCE OF HIV/AIDS PROJECTS IN RWANDA - A CASE OF AIDS HEALTH CARE FOUNDATION

Rwanda’s Vision 2030 puts healthcare as one of its integral pillars. HIV/AIDS is one of the biggest challenges in the health sector and Rwanda’s economy at large since the disease led to reduction of labour supply and productivity as well as increased government expenditure on importation of expensive healthcare goods. Total quality management is one of the key factors that affect the success of projects and has gained popularity among project managers overtime. This study sought to investigate total quality management practices and performance of HIV/AIDS projects in Rwanda. Specifically, the study analyzed the effects of top management commitment, employee involvement and staff training on the performance of HIV/AIDS control projects. The study is helpful to project managers in policy formulation and rational decision making. It is also helpful to the Rwandan government in making informed decisions towards achieving health care provision objectives. The donors’ confidence in funding health projects may also be boosted by the findings of this research. The study adopted descriptive and correlational research designs. A sample of 98 respondents was drawn from a population of 130 consisting of the staff and project managers of Aids Healthcare Foundation (AHF) Rwanda. Simple random sampling technique was used to select the sample size in this study. Data used was of primary nature collected using questionnaires. Quantitative and qualitative data collected were analyzed using IBM SPSS version 22 and the findings presented in tables and figures. Regression and correlation analysis were used to establish an interaction between the dependent and independent variables. Descriptive findings indicated that over 75%, 85% and 90% of respondents did agree that at top management commitment, employee involvement and training practices respectively are practiced at AHF Rwanda. Correlation findings did indicate a Pearson correlation coefficient of 0.780, 0.630 and 0.690 for top management commitment, employee involvement and training practices respectively with significance values of 0.01 for all. Lastly the betta coefficients for top management training, employee involvement and training practices were 0.163, 0.235 and 0.126 respectively with corresponding probability values of 0.011, 0.002 and 0.036 and R squared value was found to be 71.5%. The study concluded that TQM including top management commitment, employee involvement and training are practiced largely at Aids Healthcare Foundation. Hence, a strong positive significant relationship between TQM practices and performance of HIV/AIDS projects in Rwanda. The study recommends AHF project managers to focus more on TQM practices, particularly management commitment on project activities, involvement of other employees in decision making and creating an enabling working environment and lastly, they should consider enhancing human resource training as a way to enhance project performance. Additionally, the government and the donors should ensure that TQM practices are implemented in the healthcare projects in order to realize positive results from such projects. 
 
 JEL: I10; I18; J21
 
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Skilled migrant employees' perceptions of support from line managers

PurposeThis paper explores the experiences of non-English-speaking background (NESB) skilled employees working in Australian workplaces, their perceptions of managers' actions and how a lack of employee involvement and participation (EIP) practices and performance appraisal (PA) is perceived regarding career progression.Design/methodology/approachThis exploratory research project is based on 26 semi-structured interviews with skilled migrant NESB employees based in Australia. Social exchange theory (SET) and labour market segmentation theory (LMST) are applied to help explain macro- and micro-level influences on NESB employees and their relationships with their line managers and the workforce.FindingsParticipants perceived line managers to be highly communicative and approachable; however, they indicated how a lack of EIP in decision-making and in their PA affected career progression opportunities for NESB employees. While they were satisfied overall with their jobs, the research indicated a need for improved practices and support from the broader organisation in these two identified areas.Originality/valueThere is relatively little research on how the challenges of an increasingly diverse workforce are managed, particularly from NESB employees' perspective. Therefore, this research fills a gap concerning NESB employees' experience in Australian organisations.

Green Human Resource Management for organisational citizenship behaviour towards the environment and environmental performance on a university campus

The slow and inefficient environmental performance of universities is drawing the attention of scholars towards behavioural change in employees rather than just relying on technological upgrades. Drawing upon the Ability-Motivation-Opportunity (AMO) theory, the purpose of this study is first to examine the influence of Green Human Resource Management (HRM) practices (green competence building practices, green motivation enhancing practices, and green employee involvement practices) on the organisational citizenship behaviour towards the environment (OCBE) of academic staff and, in turn, its impact on the environmental performance. Second, the mediating impact of OCBE between each of Green HRM practices and environmental performance is assessed. The data were collected from September until November 2017 on two campuses of a renowned public research university in Malaysia. Using quantitative research design, a structured questionnaire was used among the academic staff of the university. Convenience sampling was used to select the respondents from both campuses, and the Partial Least Squares (PLS) modelling technique was used to analyse the data, which comprised 122 respondents. Overall findings showed that three sets of Green HRM practices based on the Ability-Motivation-Opportunity framework had a significant impact on OCBE. Furthermore, OCBE had a significant relationship with environmental performance. For the mediation analysis, the results showed that OCBE exhibited by academic staff acted as a means through which the Green HRM practices of a university can positively influence the environmental performance of a university campus. The originality of this study rests in shedding light on Green HRM practices in the higher education sector and highlighting the critical role of academic staff’s environmentally friendly behaviour for improving the environmental performance of a university.

Employee’s Involvement Culture of Star Hotels in Pokhara

Since the star hotels are directly relates to the both internal and external tourism it has important contributory role to the nation therefore smooth operation of the hotels is most. Looking to current performance of the hotels some of the hotels are in loss condition and therefore it becomes challenging issues for both hotel management and Nepal government. Several numbers of literatures have explained an employee involvement practice is one that affects organizational performance. Therefore this study attempts to explore existing situation of employee involvement culture and its association with performance of star hotels in Pokhara. Since Nepal government announced Nepal Visit Year 2020 this study is highly relevant. This study compare between hotels having involvement practices and non-involvement practices in association with their financial performance in Pokhara. The advantage of this research is broadly defined into three sets of variables as employee empowerment, team work and carer development that focus interrelationship with star hotel’s performance. The result revealed the hotels which have adopted employee involvement practices mostly get good financial result and vice versa. The result shows there is strong relationship between employee empowerment and team work practice with better financial result. Though previous literature explained career development is strong variable that supports performance, but in the Nepalese context this variable does not have significant impact. Hence, the study concludes that the management must give high priority to employee empowerment and team work and less priority to career development for better financial performance of the star hotels in Pokhara.

The Mediating Effects of Social Sustainability on Employee Engagement Practices and Performance

The operationalization of sustainability has for a long time focused on the environment. As this field of inquiry evolves, the relative neglect of social attributes of sustainability is a growing concern (Ehrgott et al., 2011; Hutchins and Sutherland, 2008; Littig and Griessler, 2005; Simola, 2012). Elkington (1997) posited that the evaluation of corporate performance should include not only financial measures but also environmental and social measures in order to get a more complete picture of performance. In this study, we attempt to better understand and define social sustainability while examining this construct’s relationships with survey data from 542 employees across four separate study groups and a variety of industries. With a focus on internal stakeholders (employees), this article argues that employee development and employee involvement practices can make an important and long-lasting contribution to social sustainability, overall morale and ethics management in organizations through its capacity to influence social sustainability performance and subsequent financial performance.

Pay reductions and work attitudes: the moderating effect of employee involvement practices

PurposeSince the 2008 financial crisis, the UK workforce in general has experienced a period of stagnant and falling wages in both nominal and real terms. The main parties involved remain unsure of the consequences from such a historically unusual phenomenon. The purpose of this paper is twofold: first, to explore the main effect on job satisfaction and organizational commitment of those employees who had experienced pay reductions (nominal wage cuts or pay freezes under a positive inflation rate) as compared with those who experienced nominal pay rises during the recent recession; and second, to examine the moderating effect of employee involvement (EI) practices on that relationship. This was done by using aggregated employee perception data to measure organizational EI practices.Design/methodology/approachEmployee-employer matched data were used, involving 8,489 employees and their associated 497 organizations (medium or large sized). The number of employees from each organization was between 15 and 25. The data used were extracted from the 2011 Workplace Employment Relations Study in the UK to which the authors applied hierarchical linear regression in STATA 13.FindingsThe results indicate that when compared with those employees who had nominal pay rises during the recession, employees who had wage cuts or freezes (with 5 percent inflation rate) are significantly and negatively associated with their job satisfaction and organizational commitment, even when controlling for important variables such as perception of job insecurity and the degree of adverse impact caused by recession on the organization studied. That is to say, facing the same perception of job loss, those who experienced pay reductions are significantly unhappier and less committed than those who had pay rises. However, the adverse effect of pay reductions on employees’ work attitudes is much less in workplaces characterized by a high, as opposed to a low level, of EI practices.Research limitations/implicationsImplications, limitations, and further research issues are discussed in light of current employment relations’ practices.Originality/valueThe intention is to extend the current debate on employment relations under adverse changes such as pay reductions. Thus, the unique contribution of this study is to examine the value of EI in modifying extreme employee reactions to adverse changes.

Accounting for Cross‐Country Differences in Employee Involvement Practices: Comparative Case Studies in Germany, Brazil and China

AbstractEmployee involvement is a contested concept in organizations. While the mainstream of the research debate has focused on measuring the strength of employee involvement (EI), this article emphasizes the existence of very different forms of EI. It draws on case studies of the German, Brazilian and Chinese plants of a German automobile manufacturer to analyse forms of EI and to investigate their societal determinants. The article reveals considerable differences in the design of employee involvement between the self‐organization model and the competition/social involvement model. It shows how industrial relations and cultural factors lead to these very different approaches.

What do people do at work?

This paper describes the survey of Skills, Technology, and Management Practices (STAMP), which emphasizes the use of behaviourally specific questions in order to improve the quality of job measures. Such measures yield better understanding of the absolute levels of job demands compared to items or scales with arbitrary units that lack definite meaning outside the framework of a particular survey. STAMP measures reveal most workers use relatively simple levels of math on their jobs, but there is a bifurcation of jobs in terms of the complexity of reading and especially writing that is required. Aside from managerial and professional occupations, the absolute level of academic skills required on most jobs does not appear to be very high. Likewise, computer use is widespread but most people use computers for fairly mundane office duties rather than more complex tasks; few workers use any kind of automated production equipment on their jobs. Well-developed employee involvement practices, such as self-directed teams, cover about one-fifth to one-quarter of the workforce. Very few workers report being affected by outsourcing and the numbers affected by technological displacement are almost imperceptible.

Differentiating cognitive and affective job insecurity: Antecedents and outcomes

SummaryTo test a proposed model of the job insecurity (JI) process that treats cognitive JI and affective JI as separate constructs, this study investigates organizational‐level employee involvement and communication practices that influence the level of cognitive JI; increasing levels of cognitive JI in turn can create an affective reaction (i.e., affective JI). This affective reaction then influences individual psychological and behavioral outcomes. With two waves of data from three large Chinese organizations, the model test results show that employee involvement decreases cognitive JI perceptions. This reduction then leads to lower affective JI. Affective JI in turn relates negatively to employee psychological well‐being but positively to both supervisor‐rated job performance and affective JI six months later. The effect of cognitive JI on employee outcomes is partially through affective JI. Cognitive JI has a direct impact on psychological well‐being but not on job performance. These findings offer key theoretical and practical implications. Copyright © 2012 John Wiley & Sons, Ltd.

The moderating effects of organizational context on the relationship between voluntary turnover and organizational performance: Evidence from Korea

AbstractScholars have suggested that the relationship between voluntary turnover and organizational performance can be moderated by the organizational context in which turnover occurs. However, there are few empirical studies that examine such moderating effects. Using a sample of 161 firms in South Korea, this study investigates how the relationship between voluntary turnover and organizational performance is moderated by three context variables: (1) the degree of organizational usage of employee involvement practices, (2) the degree of organizational investment in employee training and development, and (3) the availability of potential workers. The results demonstrate that employee involvement practices significantly amplify the negative relationship between voluntary turnover and organizational performance, give marginal support for moderation from the availability of potential workers, and provide no support for moderation from the degree of organizational investment in employee training and development. We discuss theoretical and practical implications of this study for enriching our understanding of the relationship between voluntary turnover and organizational performance. © 2012 Wiley Periodicals, Inc.

Do it separately or simultaneously—An empirical analysis of a conjoint implementation of TQM and TPM on plant performance

Over the last decades, Total Quality Management (TQM) and Total Productive Maintenance (TPM) have become key concepts for improving production. The majority of modern manufacturing companies has implemented at least one of these improvement programs or even both of them. The common ground of TQM and TPM is the focus on human resources. In this paper, the impact of TQM and TPM on plant performance and especially the supporting role of employee involvement practices is investigated empirically using multiple regression analysis and structural equation modeling. The data used for conducting the analyses is taken from the international research project High Performance Manufacturing that contains the data of 238 plants. The results indicate that TQM and TPM, supported by HR practices, have a significant potential to improve plant performance. However, a simultaneous implementation of both concepts does not necessarily lead to superior performance. As potential reason for this, human resources are regarded as limiting factor both improvement programs draw on. Accordingly, this scarce resource is identified as crucial element with respect to performance when implementing TQM and TPM simultaneously.

Employee Stock Ownership, Involvement, and Productivity: An Interaction-Based Approach

The authors use the British Workplace Employment Relations Survey to assess whether the combination of employee stock ownership (ESO) plans and participation in decision-making positively affect productivity or whether ESO alone affects employee productivity. By assessing the extent to which employees participate in ESOs and the quality of their decision-making, the authors provide a clearer and more nuanced picture of this relationship with productivity. On the one hand, results show that stock plans seem to need other forms of employee involvement and “voice” in the firm to be effective, especially when there is minority participation in the ESO plan. On the other hand, results indicate that majority participation in the plan has an independent effect on productivity. Overall, the authors' research challenges prevailing views about the complementarity of stock ownership and employee involvement practices.

‘Riding along on the crest of a wave’: tracking the shifting rationale for non‐union consultation at FinanceCo

This article seeks to evaluate why, within the context of a fast‐moving and turbulent business environment, certain staple employee involvement (EI) practices remain so enduring. Using case study research, the article tracks the shifting justification for non‐union consultation in a medium‐sized clearing bank. It is demonstrated that the underlying motive is contingent and dynamic, changing periodically in response to a variety of stimuli. Developing Marchington et al.'s influential metaphor, it is argued that such ‘long‐wave’ involvement is related to the flexibility of the consultative process. The malleability of the intervention is seen to complement quite disparate business objectives contributing to its longevity. More broadly, the study underlines the need to build micro‐, macro‐ and sector‐level analyses into explanatory models of EI.