Importance Of Employee Involvement Research Articles

Motivational factors for occupational safety and health improvements: A mixed-method study within the Swedish equine sector

A well-functioning systematic occupational safety and health management is beneficial for both individuals and organizations, and employee motivation seems to be crucial for positive outcomes. Occupational safety and health issues are a major concern for the Swedish equine sector since the work environment in horse stables is known to be characterized by low mechanization, high physical workloads, and high injury risks. The purpose of this study was to gain an increased understanding of how systematic occupational safety and health management is performed and which factors that influence motivation for occupational safety and health improvements in the Swedish equine sector. An explanatory sequential mixed-methods study, based on quantitative data from questionnaires and qualitative data from semi-structured interviews, was conducted. Various statistical analyses were performed to obtain quantitative data and an abductive applied thematic analysis was applied for the qualitative data. The results indicate that both intrinsic motivators, i.e. attitudes, values, and influence, as well as contextual factors such as motivational management, occupational culture, and workplace resources, influence compliance in systematic occupational safety and health management and participation in occupational safety and health improvements, which in turn affect workplace outcomes regarding safety and health. The positive relationship found between an implemented and functioning systematic occupational safety and health management and employee motivation for occupational safety and health improvements indicate the importance of employee involvement and participation. Understanding the motivational factors for occupational safety and health improvements from an employee perspective is an important step to creating healthy and sustainable workplaces.

The importance of employee involvement in work activities to overall productivity

In order for businesses to function efficiently, they should perform routine maintenance on their equipment and assets. This article aimed to evaluate the role and importance of employee involvement in work activities and their influence on overall productivity. The author selected several employee involvement dimensions (leadership, team work, training and career development, compensation, and organizational policies) to measure the impact on overall productivity. The current study used quantitative research methods to analyze and find the impact of employee involvement on overall productivity through the use of an academic questionnaire adopted from academic resources. The study targeted private sectors in the Kurdistan region of Iraq. The study was able to gather 97 questionnaires filled out properly by participants working in private sectors in the Kurdistan region of Iraq. According to the findings of the research, involvement and commitment appear to go hand in hand. Also, it is very likely that productivity will be affected by both the main effects of each factor and the effects of how these factors interact with each other.

An effective employee-driven innovation (EDI) manual process supporting innovativeness

PurposeThe purpose of this paper is to define the factors of innovativeness in the context of employee involvement and study how these factors could be affected by an employee-driven innovation (EDI) process.Design/methodology/approachThis study follows a quantitative approach through a survey. The survey data were collected from a case organisation, where employees designed an innovation manual in a participatory process to support their daily innovativeness.FindingsAccording to the results, the EDI manual process can assist the organisation in developing their ideation and organising structures. The employees felt that their ideas were appreciated more after the innovation manual process. Understanding about innovation and innovativeness was also increased. In between two survey rounds, the focus of the most urgent development targets had shifted from internal idea management practices towards customer ideas, cooperation and appreciation of different ideas. This indicates that the internal innovation system has to work before it is reasonable to involve other stakeholders.Originality/valueThe study presents an empirical example of an employee-driven process in the context of public sector healthcare. It increases understanding about the importance of employee involvement in the innovation manual development process and how this process affects the factors of innovativeness.

The Crown Prince Court’s Training and Career Development section: managing training for its employees

Learning outcomes This case study focuses on change management and employee resistance when implementing a new initiative. The case may be helpful to students to clarify their understanding of the following: the importance of employee involvement in the change management process in the government sector. Understand how to help employees to deal with change more effectively, maintaining their commitment and bringing them successfully through the change. Understand the importance of communication during the change process. Successful approaches used when implementing change, such as the Lewin model and Kotter 8. The obstacles to change, including resistance and adverse reactions to change and connecting employees, as well as the causes of resistance when implementing a change. Case overview/synopsis The Crown Prince’s Court is an independent government entity established in 1971, providing support to the Crown Prince of Abu Dhabi with the help of almost 300 employees. The Training and Career Development subsection headed by Sumaya Al Saedi decided to initiate an online training and development program for employees. Given that national service, maternity leave and emergency leave had led to working pressure and less training and development for the employees, Sumaya and her team realized that few employees were registering for the course and few of those that did register actually completed their course. Several causes were identified that had led to employees avoiding the online courses. Work pressure and technical issues were among the most salient reasons that kept registered employees from completing the course. The lack of policies at an institutional level to aid changes in training structures reduced the number of employees who felt that they could register for the courses. Therefore, Sumaya and her team had to decide how to attract their employees to online courses and how to support them. Complexity academic level This case study was written for Change Management courses in Bachelor of Business Administration programs. This case examines employee resistance to change when implementing a new system. It can, therefore, be used for undergraduate-level courses. As it concerns employees during the implementation of changes, this case study can be used to help students develop their planning and implementation skills. By focusing on internal departmental challenges, students are introduced to the change process of implementing an initiative and how to deal with employees in the organization. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human Resource Management.

Identification of enablers for CSR implementation using ISM technique

The article intends to understand the crucial drivers (enablers) of CSR implementation in companies. The study was carried out using the interpretive structural modelling (ISM) technique to critically analyse different enablers of corporate social responsibility (CSR) implementation in companies in the Indian context. The present study identifies 12 CSR implementation drivers or enablers based on review of literature and followed by the opinion from the people in authority. The paper cites that community participation in the CSR initiatives of the firm is a major enabler in CSR implementation and the importance of employee involvement in CSR implementation. The implications thereof are applicable to all executives handling CSR projects. The contemporary study shall be useful to both academicians and practitioners. This ISM-based approach of CSR implementation will help practitioners to concentrate on important drivers to have better implementation of CSR activities in their companies' showcase profitability.

When Employees Walk The Company Talk: The Importance Of Employee Involvement In Corporate Philanthropy

Although corporate philanthropy is often viewed as a vehicle for fostering employee commitment, research suggests that it does not always accomplish this goal. Drawing on theories on prosocial sensemaking and on social identity theory, I propose that involving employees in corporate philanthropy encourages more benevolent attributions for philanthropy, thereby promoting higher attitudinal and behavioral commitment. In Study 1, a field study with employees and supervisors in a chemical-pharmaceutical firm, employee involvement in corporate philanthropy predicted higher attitudinal and behavioral commitment to the firm. In Study 2, a laboratory experiment, participants reported higher attitudinal and behavioral commitment to a company when it was described as involving employees in philanthropy. In both studies, benevolent attributions mediated the associations of employee involvement in philanthropy with both attitudinal and behavioral commitment. My research provides new insights for understanding the impact of corporate philanthropy on a particularly important group of stakeholders—employees—and shows how employee involvement may encourage insiders to act to improve the organization's external image. © 2016 Wiley Periodicals, Inc.

Employee involvement in strategy-making process and company performance: the mediating role of employee strategic alignment

This article aims to study the mediating role of employee strategic alignment in the relationship between employee involvement in the strategy making process and company performance. We used structural equation modelling techniques with a sample of 372 European organisations of different sizes and from different countries. We found that employee strategic alignment plays a total mediating role in the relationship between employee involvement in the strategy making process and company performance. Our research shows the importance of employee involvement in the strategy making process, as well as the importance of employee alignment with the organisation’s strategy. Our quantitative study can be complemented with a qualitative study in order to better understand how and why this relationship occurs. Our paper is the first to study and validate the mediating role of employee strategic alignment in the relationship between employee involvement in the strategy-making process and company performance.

The Need to be Prepared:Disaster Management in the Hospitality Industry

Although, hospitality firms face serious threats from disasters, few of these firms have engaged in planning for effective disaster management. Such planning entails both proactive and reactive planning so that the firm is able to take actions to minimize risk and damage prior to and during the disaster event and is then also able to resume operations as efficiently and effectively as possible following the event. Effective management planning incorporates internal input from the firms' most valuable asset, its employees, and external input from a variety of stakeholders in the community. Effective disaster management for hospitality firms entails the development of partnerships between the firm and external partners, such as government and non-governmental agencies, suppliers, and the media. However, the best of plans will not lead to effective disaster management if the plan is not correctly implemented by the firm's employees. The importance of employee involvement in the planning process and of the need for regular training of employees at all levels cannot be over- emphasized. Another critical factor in disaster management is the maintenance of communications. How communication channels might be maintained during a disaster when it is likely that most communication systems will be disrupted is a key consideration for disaster management planning. Other key factors that should be considered by hospitality firms in the development of their disaster management planning are identified and discussed. All hospitality firms, regardless of their size, are encouraged to prioritize the need for strategic and operational disaster management planning.

Business process re-engineering in the logistics industry: a study of implementation, success factors, and performance

As business process re-engineering (BPR) is an important foundation to ensure the success of enterprise systems, this study would like to investigate the relationships among BPR implementation, BPR success factors, and business performance for logistics companies. Our empirical findings show that BPR companies outperformed non-BPR companies, not only on information processing, technology applications, organisational structure, and co-ordination, but also on all of the major logistics operations. Comparing the different perceptions of the success factors for BPR, non-BPR companies place greater emphasis on the importance of employee involvement while BPR companies are more concerned about the influence of risk management. Our findings also suggest that management attitude towards BPR success factors could affect performance with regard to technology applications and logistics operations. Logistics companies which have not yet implemented the BPR approach could refer to our findings to evaluate the advantages of such an undertaking and to take care of those BPR success factors affecting performance before conducting BPR projects.

Importance of employee involvement in world‐class agile management systems

This paper focuses on one major characteristic of a world‐class agile management system, namely, employee involvement and human resources development. The paper provides a method of forming teams for the purpose of improving management systems in an agile environment. It demonstrates that such management systems are progressive and proactive in achieving their goals and objectives and cultivate close communication with their employees and customers. Agile management systems create “people oriented organizations” that highly value their customers and employees. In the paper, the strategic importance of communication and employee involvement for agile world‐class management systems has been discussed. Also, a model for employee involvement for agile management systems has been discussed. The paper concludes that the driving force behind employee involvement and human resource development in agile management systems is good communication.

An examination of the literature relating to issues affecting the human variable in just-in-time environments

There has been an extensive body of research conducted into the technical aspects of the just-in-time (JIT) manufacturing methodology, particularly prior to 1990. It is only in more recent times that the focus has turned toward the more subtle people-related aspects. The recognition of JIT as a truly holistic approach to managing manufacturing operations has led to an appreciation of the importance of the role played by the human variable as well as an emphasis on the impact that organisational structure and management style can have on successful operation. This article examines and analyses the content of a wide range of articles related to issues such as: the need for change in corporate culture, the role of organisational structures, factors significantly impacting chances of success, the importance of employee involvement, how best to involve employees, the importance of training, how/whom/when to train, different team-based organisational structures, the impact of changing roles on various levels of the organisation and the appropriateness of particular change management strategies. An overall picture of the current state of thinking on these issues is thus developed and the importance of these factors to the successful implementation and operation of JIT highlighted. Opportunities for further research in this important area are identified.

Group technology application in China : Technovation, 12:8 (1992) 509–514

There has been an extensive body of research conducted into the technical aspects of the just-in-time (JIT) manufacturing methodology, particularly prior to 1990. It is only in more recent times that the focus has turned toward the more subtle people-related aspects. The recognition of JIT as a truly holistic approach to managing manufacturing operations has led to an appreciation of the importance of the role played by the human variable as well as an emphasis on the impact that organisational structure and management style can have on successful operation. This article examines and analyses the content of a wide range of articles related to issues such as: the need for change in corporate culture, the role of organisational structures, factors significantly impacting chances of success, the importance of employee involvement, how best to involve employees, the importance of training, how/whom/when to train, different team-based organisational structures, the impact of changing roles on various levels of the organisation and the appropriateness of particular change management strategies. An overall picture of the current state of thinking on these issues is thus developed and the importance of these factors to the successful implementation and operation of JIT highlighted. Opportunities for further research in this important area are identified.