Employee Participation In Management Research Articles

Eyes everywhere: the influence of digital surveillance on employee innovation performance in China

ABSTRACT Digital surveillance is widespread in the workplace, but research on its impact on employee behaviour is still limited. This study aims to investigate employee innovation performance in the digital surveillance context. Through a two-stage survey design, data from 266 employees were collected. The findings reveal that employee job autonomy mediates the relationship between digital surveillance and employee innovation performance. In addition, this relationship is moderated by employee participation in management, when employees have a lower perception of privacy invasion, the higher their participation in management, the greater their innovation performance. The results of this study offer valuable insights into managing digital human resource practices in digital era.

Using modern theories of motivation in the practice of personnel management

In a fast-changing world and a competitive business environment, effective personnel management is becoming a critical element of any organization's success. One of the key components of modern personnel management is motivation, which determines the degree of involvement and commitment of employees to the achievement of the company's goals. The essence and role of motivation determine the success of the management strategy and affect the effectiveness of the organization. The article examines the importance of effective personnel management in today's competitive environment and highlights its key aspect – employee motivation. The authors examine modern theories of motivation, such as Maslow's need theory, McGregor's theory «X» and «Y», Vroom's expectancy theory, and equity theory. It is considered how these theories can be used in personnel management practice to create effective motivation systems. The authors note the importance of recognizing and rewarding employees to ensure their motivation and job satisfaction. Modern motivational theories face several problems. First, the individualization of the needs and values of employees makes it difficult to create universal methods of stimulation. Second, the role of intangible incentives and self-fulfillment is becoming increasingly important, but measuring and managing them is a challenge for organizations. In addition, the rapidly changing business environment requires constant updating of motivation strategies, which is also a time-consuming task. The development of current theories of motivation is the key reason for the successful development of a company and ensuring competitiveness in the market. In modern society, the development of motivational tools is determined by flexibility, individualization and emphasis on the personal and professional growth of employees. Technological innovations, a balanced approach to incentives, reflection of company values and employee participation in management create a complex motivation system. Addressing issues of health and stress resistance emphasize the importance of the psychosocial well-being of employees. These directions define a new approach to personnel management aimed at creating sustainable and effective organizations in the modern business environment.

Employee’s participation in the employer’s affairs: Organizational forms and legal regulation (economic and legal aspects)

Social partnership in the sphere of labour is one of the most important principles underlying the modern mechanism of legal regulation of social and labour relations. The significance of this principle lies in the fact that thanks to its implementation in practice, social peace in the sphere of social work is ensured and, accordingly, social stability in society as a whole. The current Russian labour legislation not only formulates social partnership as a principle of legal regulation of social labour, but also defines the main forms (directions) of implementation of this principle. Currently, the direction of social partnership is most thoroughly regulated in legislation and tested in practice, which can be conditionally defined as representative, when representatives of the main social groups in the field of labour — employees and employers, as well as the state, as the personification of general social interests, enter into a dialogue on issues of public importance and conclude this dialogue with an appropriate agreement. Another area of social partnership, which is usually defined as the participation of employees in the affairs of the employer, is rather poorly regulated in legislation, is very little widespread in practice and is practically ignored in domestic legal science. Meanwhile, as world experience shows, the system of employee participation in the affairs of the employer is a very effective means of ensuring the solution of both social and economic problems. The article analyzes the main aspects of participation. It is based on the employee’s right to participate as a subjective labour right. Its implementation is provided mainly by means of two branches of law — labour and civil (corporate). Accordingly, there are two forms of participation, although related to each other, but having an independent character — economic and organizational. The first is implemented through various options for the participation of employees in the profits and property of the employer, the second — through the participation of employees in management, including self-management of labour collectives of various levels in the structure of the employer’s enterprise.

A study on Workers Participation in Management at Aavin, Trichirappalli District Co-operative Milk Producers Union Ltd.

Participation of workers in management is a key component of industrial democracy. Workers’ participation in management is founded on the Human Relations approach to management, which introduced a new set of values to both labour and management. Workers’ participation in management entails their mental and emotional involvement in the enterprise’s administration. It is viewed as a method that allows workers to participate in decision-making. Participation refers to the mental and emotional involvement of a person in a group setting that encourages him or her to contribute to the group’s goals and share responsibility for profit. It is also known as labour participation or employee participation in the management. Also known as staff participation or employee participation in management. The International Labour Organization has been urging member states to promote a participatory management system. It provides scope for the employees in decision making of the organization and includes the willingness to share the responsibility of the organization by the workers. This study helps to understand the relationship between workers & management at Aavin, Trichirappalli District Co-operative milk producers, Union ltd.

Deliberating the Managerial Approach towards Employee Participation in Management

Today, Employee participation and involvement in management is the most crucial element for organizations. Employee participation in management is of immense value in an organization. It creates a sense of belongingness among the employees and makes them more responsible in their outlook and behavior in the organization. It reduces industrial unrest and promotes industrial peace. It helps in maintaining harmonious relations between the workers and the management. Employee involvement affects various factors related to employee and organization. This paper deliberates on the managerial approach towards employee participation in management. This is a descriptive study computed using the data collected from the managers using the structured questionnaire. The outcome of the paper emphasizes that employee participation and involvement in management affects productivity job satisfaction and helps in attaining self-realization for employees and reducing attrition peace for organizations.

Методологічний базис управління організаційно-правовою безпекою суб’єктів агарного бізнесу

Стаття присвячена обґрунтуванню методологічного базису управління організаційно-правовою безпекою суб’єктів аграрного бізнесу. Розглянуто розуміння управління з точки зору кібернетики. Визначена роль стейкхолдерів у здійсненні управління організаційно-правовою безпекою. Розглянуті підходи до управління економічною безпекою підприємства: ресурсно-функціональний, управління відносно захисту інтересів підприємства, гармонізаційний підхід, контролюючий підхід, з позицій корпоративної культури й ефективного корпоративного управління. Визначено, що методологічний базис виступає основою управління. Запропоновано множину загальних і специфічних принципів управління організаційно-правовою безпекою. 
 Запропоновано функції управління організаційно-правової безпекою: прогнозування, планування, організації, мотивації, контролю. Розглянуто та обґрунтовано зміст методів в рамках методологічного базису, до яких віднесено організаційно-адміністративні, економічні, соціально-психологічні. Також виокремлено загальнонаукові і прикладні методи. Прикладні методи розподілено на інституційно-правові, адміністративні, економічні, організаційно-технологічні, інформаційні, соціально-психологічні.

Sociological Examination of the Working Life Quality Management for Employees in an Organization

The working life quality concept is based on the creation of conditions that ensure the optimal use of human labour potential. The working life quality can be improved by changing for the better of any parameters affecting people's lives. These include the participation of employees in management, training, leadership development, promotion programmes, training of employees in more effective communication and teamwork, improvement of work organization, etc. Creating programs and methods to improve working life quality is one of the important modern areas of personnel management. Working life quality is an integral concept that comprehensively characterizes the level and degree of well-being, social and spiritual development of an individual in an organization. In the paper, the authors consider the working life quality management from the standpoint of social design, based on the analysis of the main factors of the working life quality, such as employee incentive programmes implemented in a company, social and psychological climate, working conditions and content, organizational factors of management, etc. Based on the author's empirical research, the most vulnerable zones of the working life quality are established, their substantial analysis is carried out and the prospects of development are determined.

Historical trends of domestic legal regulation of participation of employees in management of legal entities (1978 - 2018)

Historical trends of domestic legal regulation of participation of employees in management of legal entities (1978 - 2018)

Participative Management: A Model for Governance of Territorial Communities

Principles of participative management have been commonly used in the contemporary management. This involves decentralization and democratization of management, various forms of employees’ engagement in the organization’s management. The participative management ideas, if practiced, can offer the key to building an effective management system and motivating business entities to a complex organization, and it can be a feasible model for organization of governance within the local self-governance system. 
 Participative management is based on recognition of mutual interests of all the members of an organization, thus integrating these interests and increasing the employees’ concern with labor results. It can exist in various forms, of which the main ones are income-sharing, profit-sharing, equity-sharing and participation in management. Each form of participative management can be implemented separately, but the highest effect can result from their combination (the synergy effect).
 Participative management has already been widely used by many business organizations in Europe and elsewhere. Participative management, therefore, is one of the advanced management methods involves decentralization and democratization of management, participation of employees in management, effective utilization of human resources for their development and the development of the organization’s system. Participative management can change and reinforce the employee’s motivation system. Yet, the participation does not diminish the rights and responsibilities of managers. 
 Principles of participative management are more and more often used in public governance as a model for governance within the local self-governance system. However, practical use of participative management tools still requires detailed theoretical studies.
 Because participative management principles and tools have only been at introductory phase now, they require theoretical elaborations and practical experiences especially. High effectiveness of participative management can be achieved only in established and capable territorial communities, when the collective intellect and collective interest of all the members of a territorial community is engaged in governance processes.

Making a Case for Informal Participation in Occupational Safety and Health Management

Abstract-A myriad of research have listed organisational commitment, reduced employee turnover, increased productivity amongst others, as some of the benefits of employee participation in management. Some studies on employee participation, however,indicates that, employees are generally reluctant to use formal avenues created for them to contribute to management. This is especially so because management mostly uses such formal avenues for a top-down information transfer. Also, employees have the fear of being victimised if they raise issuesof concern thatboarders on the use of finance or on something they assume may be offending to management during such meetings. 
 In Ghana, the high annual accident and injury claims made by employees from the manufacturing industry requires urgent action by manufacturing organisations. Legislature on occupational safety and health (OSH) is scattered, with different oversight agencies, inadequate enforcement,and the absence of laws that require the establishment of a health and safety committee which is standard practice in mostdeveloped jurisdictions.In the light of the weak OSH legal and regulatory framework, coupled with the fact that employees feel reluctant to report their safety predicaments during formal meetings, it is important that management and employees create the necessary environment for employees to participate in safety management. Indeed, studies suggest that the existence of such informal avenues in organisations for employee participation in management decision making will enable open discussions on employee safety issues and therefore lead to the prioritisation of OSH in those organisations.
 Nevertheless, research indicates that informal participation has received little research attention especially with regards to Ghana. This study makes a case for the use of informal participation in ensuring safety in manufacturing companies in Ghana.

EMPLOYEE PARTICIPATION IN MANAGEMENT . CASE STUDY OF A DEMOCRATIC ORGANIZATION – MONDRAGÓN CORPORATE COOPERATIVA

Purpose: The present paper is a critical analysis of Mondragón Corporate Cooperativa (MCC), a company known as one of the largest organizations in the world, which for many years has been successfully applying employee participation in management. The main purpose of this article is to present a literature review of the field of participatory management and to analyze a real example which shows how the functioning of a democratic organization looks like, what impact does it have on employees and the business. Methodology: Case study analysis was conducted based on interviews with employees, data analysis and observation.Findings: Democracy in MCC is not only marked by employee ownership, profit-sharing among all members of the organization and transparency of all information including remuneration, but also by democratic selection of governing bodies and making most of important decisions by voting, in which all members of the organization participate. All of these characteristics have significant influence on the attitude of employees towards the organization, their perception of the workplace and also the specificity of problems that arise in the organization.Originality of the paper: The practices of employee participation in management and organizational decision making have been relatively popular over the last years. However, in the literature it is hard to find examples which investigate how the organization has to be designed in order to allow employees active participation. The originality of this paper is ensured by detailed description of a real company where participation in management is implemented.

Governance of the Mondragon Corporación Cooperativa

Abstract This article examines the governance of the Mondragon Cooperative Corporation (MCC) within the context of the expanding globalisation process. After a brief introduction about globalisation and cooperative degeneration theories, the first part of the paper begins by giving a brief description of MCC and examining its current situation. In the second part, we analyse the governing structure of the nucleus of MCC, i.e., the MCC Congress, the Standing Committee and the General Council. The third part is about the different types of employment generated by MCC and the participation of employees in management. The paper ends up with a discussion of the organisational implications of our results.

Trust and decision making: are managers different in the People’s Republic of China and in Australia?

Examines the relationship between trust and participation in decision making and the cultural differences and similarities between Chinese and Australian managers. Finds that the level of trust placed by managers in th eir subordinates has a direct impact on the managers’ attitudes towards employee participation in management. States that while there is a significant difference between Australian and Chinese managers on levels of trust in employees’ psychological maturity, managers from both countries display similar trust in employees’ ability to perform their jobs.

Democratic producersm: enlisting American for workplace flexibility

Employee participation in management is a common element of on-going industrial relatons reforms. Current liberal productivist models of reform focus workplace co-operation between workers and managers and on competition among plants. Although there are serious pitfalls for unions on co-operation, American unious have a long history of interest in producerist schemes of labour participation. This essay argues that the actual character of industrial relations and whether or not the new industrial relations serves the interests of union members depends in part on the ability of unions to develo a new producerist vision that politically links workers' interests at work the interests of society in a productive economy.

Employee Participation in Federal Management

Employee participation in management is increasing with the influence and success of Japanese and European management practices. The federal government is following the lead of American business in adopting procedures like quality circles and the use of employee suggestions, and these procedures have highly productive results. MSPB data indicates that the limited use of quality circles in federal government has shown them efficient, and the wide use of employee suggestions has improved productivity as measured by benefit-cost ratios. The future of these forms of participation seems assured, but more wide-ranging forms like employee involvement in decision making and quality of work life programs await a final verdict on their futures.

Human Resources and Industrial Relations in China: A Time of Ferment

This study of current industrial relations practices in mainland China draws on the relevant literature and particularly on the authors' discussions with managers and government and union officials in the steel industry during a visit to China in March 1983. The authors describe the recruitment, selection, placement, and training of blue-collar and managerial employees; the increasing use of financial incentives; and the “iron rice bowl” approach to discipline, which generally excludes discharge. They also discuss employee participation in management through workers' councils and trade unions and the sometimes conflicting functions of unions as both “arm of the state” and workers' representatives.

Employee participation in management, bargaining power and wages

The paper analyzes the impact of employee participation in management on bargaining power and wages. It presents an empirical model which allows for variable bargaining powers of the parties who jointly control the firm and it tests this model with postwar West German data. The results suggest that ‘parity codetermination’ has had a positive effect on earnings in iron and steel but not in coal mining. Moreover, it appears that the positive effect in iron and steel could be due to increased profitability rather than an increase in the bargaining power of labor as defined in this study.

DESIRES FOR AND PATTERNS OF WORKER PARTICIPATION IN DECISION MAKING AFTER CONVERSION TO EMPLOYEE OWNERSHIP.

The article discusses patterns of and desires for employee participation in management and decision making after an organization has converted to employee ownership. The author notes a number of re...

Desires for and Patterns of Worker Participation in Decision Making After Conversion to Employee Ownership

The article discusses patterns of and desires for employee participation in management and decision making after an organization has converted to employee ownership. The author notes a number of re...

NON‐PARTICIPATION: THE MANAGEMENT VIEW?

The article identifies constraints that limit employee participation in management's decision-making process. Determinants of participation include: the propensity to participate or workers' interest in being involved in the shared decision-making activities; the organization's participation potential which relates to structural and situational factors; and management's acceptance of workers' participation despite the time pressures and lack of expertise among employees which could delay strategic decisions. Forms of participation on the shop floor can range from job control to joint consultation or employee ownership.