High Involvement Management Research Articles

High Involvement Management Practices and Their Impact on Contextual Performance: An Analytical Study in the General Secretariat of the Council of Ministers

The main objective of this research is to evaluate the integration management at the higher level within the General Secretariat of the Cabinet and identify its role in achieving integration in the work environment through improving relationships between different management levels, facilitating participation and expression of opinions, and enhancing organizational belonging. A statistical approach and SPSS V.25 method were used for data analysis and various measurements. Data was collected from senior managers in the General Secretariat of the Cabinet using 87 distributed questionnaires, with 81 of them collected, resulting in a response rate of 95%. Study results indicate a pattern of integration management practices at the higher level within the General Secretariat, particularly after involving employees in decision-making. These practices contribute to strengthening employees' connection to the organization, enhancing their knowledge and decision-making skills, leading to increased productivity and effectiveness. Furthermore, participation contributes to the implementation of high-level integration management by enabling employees to participate in problem-solving and decision-making, fostering collaboration, coordination, and achieving high employee performance.

Strategic Human Resource Management and Employee Engagement in Australia

Purpose: The aim of the study was to investigate the strategic human resource management and employee engagement in Australia. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: In Australia, Strategic Human Resource Management (SHRM) practices have shown significant impact on employee engagement across various sectors. Studies consistently highlight that organizations implementing effective SHRM strategies, such as performance management systems and supportive leadership styles, experience higher levels of engagement among employees. Leadership, especially through transformational styles, plays a crucial role in inspiring teams and fostering a positive work environment. Aligning SHRM practices with a supportive organizational culture further enhances their effectiveness in promoting employee commitment and productivity. Unique Contribution to Theory, Practice and Policy: Resource-based view (RBV) theory, social exchange theory (SET) & high-involvement management (HIM) theory may be used to anchor future studies on strategic human resource management and employee engagement in Australia. Organizations should tailor their SHRM strategies to align with their unique organizational goals, culture, and employee demographics. Governments can support SHRM and employee engagement initiatives through regulatory frameworks that encourage investment in employee development, fair labor practices, and work-life balance.

Impacts of Human Resource Management Strategies on Entrepreneurial Innovation

This research article examines the impact of HR management strategies on entrepreneurial innovation, focusing on High-performance management, High Involvement Management, and High Commitment Management. High-performance work systems improve organizational efficiency and effectiveness, while high-involvement HRM practices enhance dynamic capabilities. The study uses quantitative methodology to assess the effects of HRM strategies on entrepreneurial innovation, with High-Performance Management HRM having the highest association (44.855) and High Involvement Management having the least (18.632).

Keterlibatan High Involvement Management untuk Menjamin Kualitas Manajemen Sumber Daya Manusia

Studies on human resource management (HRM) have been supported by previous research that there are best practices, high-involvement management (HIM) that can guarantee superior organizational performance. However, there are still concerns that contingency theory still applies, namely that the fit between the human resource system and its context, and in particular the organization's business strategy, is important, and thus, High-Involvement Management (HIM) will only outperform other systems in certain circumstances. In the 1990s, there was a spate of research that attempted to test whether High-Involvement Management (HIM) was indeed universally relevant. This journal reviews these studies. This journal first introduces the conceptual dimensions of HRM and performance. This suggests that the issues are more than a simple competition between universalism and contingency theory. There are more complex hypotheses linking human resource practices beneath the surface of the current literature. This journal reviews research based on these hypotheses, and shows that the studies provide an uneven picture. First, there are conceptual differences underlying the studies and, second, the results vary across studies, and the effects of High-Involvement Management (HIM) vary across performance measures, even within particular studies. Although quite a number of studies claim to support universalism, their claims are not always unequivocally supported by their research evidence, and it is premature to conclude that they support universalism. There is more support for the 'lean production' argument which emphasizes the interaction effect between DIA and total quality management on performance.

Does High Involvement Management Make You Work Longer? Insights from Linked Survey and Register Data

Does High Involvement Management Make You Work Longer? Insights from Linked Survey and Register Data

Reflect the Impact of High Involvement Management Practices on Achieving Competitive Superiority: Applied Study of Opinions of a Sample of Senior Leaders in the Civil Banks in the Central Euphrates Governorates

The current study aims to uncover the impact of the High Involvement Management Practices (functional integration, training, motivation, and team) to achieve competitive superiority (cost, quality, flexibility, delivery, innovation), The course of study depends on identifying a major problem that has been clarified through several questions that revolve around an important question: Can High InvolvementManagement Practices be employed to achieve competitive superiority. Therefore, the current study relied on a questionnaire tool in order to measure the availability of the practices of managing high Involvement and competitive superiority of the civil banks in the governorates of the Middle Euphrates (Diwaniyah, Najaf Al-Ashraf, Karbala Al-Sacred, Babil and Al-Muthnah). Using special statistical packages in SPSS.V.27 and AMOS.V.26 the results of the normal distribution, modeling of the structural equation, the stability and inner truthfulness factor, arithmetic means, standard deviations, relative importance, and correlation matrix were extracted. The results of the study showed that there is a direct and indirect correlation and influence between the practices of the management of high Involvement to help achieve the competitive edge of the management leadership in performing their work.

The Mediating Role of Managing the High Involvement Management Between Organizational Power and Negotiation StrategiesAnalytical Research of the Views of a Sample of Leaders of the Iraqi Ministry of Industry and Minerals

The research aims to test the relationship and impact of High Involvement Management as an independent variable in negotiation strategies as a response variable, at the headquarters of the Iraqi Ministry of Industry and Minerals in Baghdad Governorate, and then trying to come up with a set of recommendations that contribute to strengthening the negotiations carried out by the ministry’s leaders and based on the importance of the topic of research in public organizations and the importance of the surveyed organizations to the society. The descriptive-analytical approach was adopted in the completion of this research, and the research included a sample of (180) leaders of the Iraqi Ministry of Industry and Minerals, and data was collected from (120) respondents who represent the research community exclusively and comprehensively, represented by (general managers, directors of departments people managers). By adopting the questionnaire, which included (47) paragraphs, the personal interviews were used during the distribution of the questionnaire and the explanation and clarification of its paragraphs. The research adopted the program Amos V.26, Spss V.26) with the adoption of descriptive statistics methods (linearity test, normal distribution test, confirmatory factor analysis, building models of variables, arithmetic mean, percentages, standard deviation, relative importance, and coefficient of variation, Pearson correlation coefficient, simple regression coefficient, path analysis, Sobel test) to test its hypotheses. As for the most prominent conclusions of the research that showed the validity of the hypotheses, they were embodied in the effect of high inclusion directly in the negotiation process and its strategies, and from it, we conclude that the management of high inclusion affects the negotiation directly and indirectly, and on this basis, these indirect influences contributed to increasing the value of the effect. The research came out with a number of recommendations; the most important of which is the investment of the reciprocal and interactive relationship between the management of high containment and negotiation strategies, directly or indirectly, with the realization that their elements and dimensions and their ability to develop, change and add in a way that coincides with the development and diversity of jobs and changes in the accelerating environment

Developments in the HRM–Performance Research stream: The mediation studies

Testing Human Resource Management (HRM)’s effect on organisational performance has been a core part of HRM research over the past 25 years. Whereas pioneering studies in the field neglected the mechanisms explaining this relationship, treating it as a ‘black box’, in the last decade the focus has been on examining the mediators of this relationship. Most recently, a series of reviews has been more critical of the field, particularly highlighting its diversity and underplaying of employee involvement, a concern central to its inception. This paper assesses these mediation studies in the light of these concerns, which provide criteria by which I summarise them and assess the extent to which they have advanced the field. The analysis demonstrates that the main problems of the black-box studies remain: the misalignment of the use of additive indexes and the theory of synergistic relationships, confusion over analysis methods, inadequate justification of the selection of practices in the empirical investigations, and under-representation of employee involvement. The researchers continue to present the field as a unified one. However, since the majority of studies are centred on high-performance work systems, there is a clear schism across them between these studies and those centred on high-involvement management. The paper reinforces the importance of this distinction, on the basis that a high-performance work system is a technology, a set of sophisticated personnel practices, whereas high-involvement management is a managerial philosophy or orientation towards fostering employee involvement. The paper concludes by suggesting ways of overcoming the recurring problems in HRM–performance research, and how these vary between the two perspectives.

High-Performance Work Systems and Psychological Ownership: The Moderating Nexus of Work Engagement

As contemporary organisations strive to survive, grow and make a profit, it is critical they adopt best practices and high-involvement management that can guarantee superior organisational performance. The objective of this study is to evaluate the moderating effect of work engagement on high performance work systems and psychological ownership. Survey data from 302 employees working in the telecommunication industry in Ghana indicate that high-performance work systems is positively associated with psychological ownership. The results of the research also revealed that there is a positive association between work engagement and psychological ownership. As such, work engagement effectively moderates the relationship between high performance work systems and psychological ownership. Implications of our findings for research and practice are presented.

High-involvement management practices and the productivity of firms: Detecting industry heterogeneity

The aim of this article is to clarify the links between high-involvement management (HIM) practices, productivity and branches of industry. The data combine a representative survey ( N = 787) of private-sector firms in Finland and register-based firm-level data on sales per employee in the year following the survey. The authors analysed the data using mixture regression and identified two clusters in the association between HIM and productivity. In one cluster, high-involvement management and productivity were positively associated, while in the other cluster, the association was negative. The association between the intensity of HIM utilisation and productivity is not always additive; the benefits of HIM were most prominent in industries where HIM was most seldom utilised. This paradox was most notable in the service sector.

High Involvement Management Practices and Employees’ OCBs in Banking Sector of Pakistan

This study was designed to evaluate the impact of high involvement HRM practices (HIHRP) on employees’ organizational citizenship behaviors (OCBs) in the context of banking sector of Pakistan. OCBs is considered as an important construct to evaluate the contextual performance of employees. In case of banking sector professionals, it is a highly desired behavior and top management has a greater interest in evaluating contextual performance in addition to the task performance of employees. This study differentiates itself from previous studies by focusing on HIHRP rather than traditional HRM practices. The data was collected from 396 officers working in top six private sector commercial banks of Pakistan. A structured questionnaire was used to collect the data and all responses were recorded on Likert scale. The data was analyzed through correlation and regression analysis and demographic characteristics of the employees were also presented through descriptive statistical techniques. The results show that different types of HIHRP positively influences employees’ OCBs. This study has both theoretical and managerial contributions by empirically examining the relationship between high involvement HRM practices and OCBs in the context of banking sector of Pakistan. The results of this study will help the researchers to better understand the relationship between HRM practices employees’ positive behavioral outcomes like OCBs. In addition, it will also guide the decision makers in adjusting HRM practices to achieve desired behaviors.

High Involvement Management and its role in Achievement of Job Satisfaction: Applied Study in College of Administration & Economics- Diyala University

High Involvement Management and its role in Achievement of Job Satisfaction: Applied Study in College of Administration & Economics- Diyala University

The Impact of High Involvement Management on Employee Retention

The purpose of this study is to explore the impact of high involvement management (power, information, rewards, and knowledge) on employee retention in Syrian Private Financial Institutions. A sample of 238 employees participated in this study. The research concluded that there is a significant positive impact of rewards and knowledge practices on employee's retention, without any significant impact from power and information practices on employee's retention.

The intrapreneurship reactor: how to enable a start-up culture in corporations

Start-ups successfully deliver creative results, and their success highlights the need for corporate engagement with innovation (Weiblen and Chesbrough in California Management Review 57(2): 66–90, 2015). To assess insights on corporate high-involvement innovation activities, we developed and applied an intrapreneurship model within a multinational financial services corporation in Germany. Successful implementation requires that individuals have the autonomy to act as corporate entrepreneurs (i.e., intrapreneurs). To this end, we introduced a model for implementing and analysing intrapreneurship so corporations could develop a start-up culture. The corporation studied hosted an innovation competition called the Appathon, where competing teams developed app prototypes, and the winning team received funding for continued development. Afterwards, we completed qualitative and quantitative research by interviewing and surveying the competition participants to examine practical intrapreneurship and corporate and individual innovation. Our findings highlight the challenges surrounding the development of high-involvement innovation management routines (Bessant in High involvement innovation, 2003).

High Involvement Management Practices, Technology Uses, Work Motivation and Job Search Behaviour

Nowadays, employers face the mobility of the most productive employees and large costs induced by labour turnover. This paper examines the impact of two management policies on employees’ motivation on one hand and their quitting behaviour on the other hand. These two policies are i) the participation in High Involvement Management (HIM) practices and ii) the use of Information and Communication Technologies (ICT). Employees’ motivation, which is at the heart of this question, has different facets. Some employees exert effort because their job is in line with their values, gives opportunities for personal growth and pleasure in performing tasks. Alternatively, employees may simply be driven by rewards or compulsion. Using recent survey-based data of employees, the results show that the HIM and ICT strategies are positively related to the two types of work motivation (personal growth and rewards/compulsion). However, these strategies affect differently the likelihood of staff to remain or leave their current employer by type of motivation. While the HIM strategy reduces the risk that employees motivated by personal growth search for another job, it encourages on the contrary those who are motivated by rewards or compulsion to leave. ICT appear to play no role in employee retention.

The Role of High Involvement Management in Reducing the Organizational Cynicism of Faculty Members and Their Assistants at the Faculty of Physical Education for Girls - Helwan University in View of the Quality and Accreditation

The Role of High Involvement Management in Reducing the Organizational Cynicism of Faculty Members and Their Assistants at the Faculty of Physical Education for Girls - Helwan University in View of the Quality and Accreditation

High-involvement management practices, job control, and employee well-being in the public and private sectors. Evidence from Finland

The connection between high-involvement management (HIM), entailing heavy employee involvement, and employee well-being is a controversial and widely discussed topic. Clarifying how job satisfaction and stress are connected to HIM and job control (the control employees have over their work), this study is based on data from two Finnish sources: an employer survey investigating the extent of HIM within an organisation, and employee assessments of job control, stress and job satisfaction. Logistic regression models were used as the study method. In contrast to previous Finnish studies, our findings show that HIM seems hardly to benefit employee well-being. Especially in the public sector, the correlation between extensive HIM and employee well-being turned out to be negative. However, HIM in the private sector was positively related to job satisfaction. As expected, a high level of job control was regularly associated with greater well-being.

The Dark Triad and Organizational Citizenship Behaviors: the Moderating Role of High Involvement Management Climate

The present study extends research related to the dark triad (DT) personality traits, Machiavellianism, narcissism, and psychopathy, by demonstrating a managerial action that mitigates negative behaviors traditionally associated with the DT. Drawing from self-determination theory, we suggest that a high involvement management climate acts as an important boundary condition influencing the relationship between subordinate DT personality traits and subordinate organizational citizenship behaviors (OCB). In a sample of 97 work groups, comprised of 298 employees, we find general support for our predictions that a high involvement management climate affects the rate at which Machiavellians and narcissists engage in OCB. Results from the present study are important for theory and practice alike because research has yet to identify actions managers can take to help combat detrimental effects of the DT in the workplace.

High-involvement innovation: views from frontline service workers and managers

PurposeThe purpose of this paper is to examine the experience of call centre employees who have been involved in high-involvement innovation (HII) activities to understand what frontline and managerial employees think of these involvement activities.Design/methodology/approachA qualitative case study approach is utilised, drawing on evidence from seven UK call centres. Various sources of data are examined, i.e. interviews, observation, call listening and documentary.FindingsFrom the analysis of the testimonies, it is found that job design, the mechanisms and practices as well as other people’s perceptions of involvement influence the experience of frontline and managerial employees. The findings highlight that HII has the potential to intensify jobs (both frontline and managerial employees) when the quantity of ideas submitted becomes a component of the employee performance appraisal system.Research limitations/implicationsThis research has shown that the heightened targets used in many of the cases have reduced the ability of employees to be involved in any innovation activities. What is not clear from the findings is that if performance measures can be used in a more participative way with employees so that they can have less time pressure allowing them to become more involved in innovation activities. Thus, an interesting direction for future research would be to consider the effects of performance measurement systems in the role they play in facilitating HII activities.Practical implicationsThe findings show that HII has the potential to enrich frontline employees’ jobs, making them feel more valued and giving them some variety and challenge in their job. Therefore, practitioners should approach employee involvement in the innovation process as something potentially fruitful and not just wasted time away from the phones.Originality/valueThis research is important as it explores what effects these involvement initiatives have on the employees and managers involved in them. This is valuable since there is no real consensus across human resource management, labour process and critical management fields resulting in a limited conceptualisation of the relationship between management practices, employee experiences and the outcomes. This research makes a contribution through the elaboration of current theory to understand the complexities and subtleties that exist between the high involvement management practices and the experience of workers and their managers.

The

Using new, rich data on a representative sample of British workers, we examine the relationship between joint consultation systems at the workplace and employee satisfaction, accounting for possible interactions with union and management-led high-commitment strategies. We focus on non-union employee representation at the workplace, in the form of joint consultative committees (JCCs), and the potential moderating effects of union representation and high-involvement human resource (HIHR) practices.Our findings suggest a re-evaluation of the role that JCCs play in the subjective well-being of workers even after controlling for unions and HIHR policies. There is no evidence in our estimates of negative interaction effects (i.e., that unions or HIHR negatively influence the functioning of JCCs with respect to employee satisfaction) or full mediation (i.e., that unions or HIHR are substitutes for JCCs when it comes to improving self-reported worker well-being).If anything, there is a significant and positive three-way moderating effect when JCCs are interacted with union representation and high-involvement management. This is the first time – to the authors' knowledge – that comprehensive measures of subjective employee well-being have been estimated with respect to the presence of a JCC at the workplace, whilst controlling for workplace institutions that are themselves designed to involve and communicate with workers.