Levels Of Organizational Involvement Research Articles

Participatory management and organizational involvement of employees in Sub-Saharan Africa

This article aims to analyze the effects of participatory management on the organizational involvement of employees in Halliburton, in a context marked by an increased search for performance and in an increasingly competitive environment. To achieve this, we conducted a quantitative survey of 451 employees of Halliburton and Perenco firms in Central and West Africa, in order to request their assessment of the level of implementation of participatory management in the company. as well as their organizational involvement. The descriptive analysis of the data shows that the participative management is strongly implanted in the firms and that the level of organizational involvement of employees is interesting. The inferential analysis through the simple linear regression indicates that there is a positive and significant influence of the participative management on the organizational implication of the employees of the firms. These results are discussed in the perspective of Stashevsky and Elizur, 2000; Charles-Pauvers and Schieb-Bienfait, 2012; Stervinou, 2014 and Mahieu, 2017, whose conclusions go in the same direction as ours and suggest that maintaining this style of management and extending it to all employees would contribute to improving their organizational involvement. Keywords: Participatory Management, Participation, Organizational Involvement, Affective Involvement, Calculated Involvement, Normative Involvement DOI : 10.7176/EJBM/11-36-15 Publication date: December 31 st 2019

The relevance and implications of organizational involvement for serious mental illness populations.

Consumer involvement has gained greater prominence in serious mental illness (SMI) because of the harmonious forces of new research findings, psychiatric rehabilitation, and the recovery movement. Previously conceived subdomains of consumer involvement include physical involvement, social involvement, and psychological involvement. We posit a fourth subdomain, organizational involvement. We have operationally defined organizational involvement as the involvement of mental health consumers in activities and organizations that are relevant to the mental health aspect of their identities from an individual to a systemic level across arenas relevant to mental health. This study surveyed adults with SMI regarding their current level of organizational involvement along with their preferences and beliefs about organizational involvement. Additionally, a path model was conducted to understand the relationships between domains of consumer involvement. Although participants reported wanting to be involved in identified organizational involvement activities and believing it was important to be involved in these kinds of activities, organizational involvement was low overall. The path model indicated that psychological involvement among other factors influence organizational involvement, which informed our suggestions to improve organizational involvement among people with SMI. Successful implementation must be a thoroughly consumer-centered approach creating meaningful and accessible involvement opportunities. Our study and prior studies indicate that organizational involvement and other subdomains of consumer involvement are key to the health and wellbeing of consumers, and therefore greater priority should be given to interventions aimed at increasing these essential domains.

The workplace bullying-organizational change interface: emerging challenges for human resource management

Though previous research has established organizational change as an antecedent of workplace bullying, issues about the source, aetiology, target orientation and level of organizational involvement and the role of HRM remain unstudied. Addressing these gaps through a hermeneutic phenomenological inquiry of Indian IT sector employees laid off during the 2008–2009 financial recession, downwards depersonalized bullying rooted in the organizational context, stemming from the implementation of the change endeavour and indicating the complicity of HR managers emerged as predominant. Apart from adding the perspective of workplace bullying to the lay-off literature, the study proposes the concept of ‘compounded bullying’ and has implications for the definition of workplace bullying, the legitimacy of organizational power and the scope of HRM.

Assessing the State of Nosocomial HIV Infection Control (NHIC) in Health Zones in the Eastern Kasai Province (Democratic Republic of the Congo)

BACKGROUND/OBJECTIVES: With the escalating HIV related morbidity and mortality rates in Sub-Sahara Africa, serious concerns have been expressed about unsafe medical care practices that jeopardize the safety of patients and pose considerable HIV infection risks to health care workers. However, little is known regarding the organization of nosocomial HIV infection control (NHIC) activities within African health care facilities. We launched a two-year long pilot capacity development project aimed at assessing and improving NHIC in one of the provinces of the Democratic Republic of the Congo. METHODS: Thanks to a grant coming from USAID through the Association Liaison Office for University Cooperation in Development (ALO), Northern Illinois University and the University of Mbuji Mayi formed a partnership and surveyed 218 health care workers in 2 rural and 2 urban health zones in the Eastern Kasai province. We collected baseline demographic data and other information pertaining to the availability and operation of NHIC programs and participation in NHIC related continuing education (C.E.) programs. We used SPSS to explore the patterns of magnitude and variation of these organizational features. RESULTS: Respondents included medical doctors (7.3%), nurses (71%), pharmacists (1.4%), laboratory technicians (5%) and administrative/ancillary staff (18%). About one half of the respondents (49%) was aware of an organizational structure set up to address NHIC issues. About 70% are dissatisfied with the operation of this structure. About 57% said their health facilities are involved in a limited or very limited extent in NHIC activities; only 18% reported a large or very large level of organizational involvement. Seventy-seven percent are dissatisfied with this involvement. Fifty-four percent reported that a NHIC leader has been appointed. The NHIC leaders are mostly nurses (37%). The medical profession is the next category assuming this role (27%). About 66% were mostly or somewhat dissatisfied with this appointee's performance. Whereas 52% indicated the availability of NHIC CE programs, only an average of 2 CE programs was provided in the last 3 years. A large majority is dissatisfied with the amount and quality of these CE programs (70%), and the amount (75%) and quality (77.5%) of resources provided to address NHIC issues. CONCLUSIONS: Several deficiencies exist in the organization of NHIC programs, jeopardizing the safety of both health care workers and patients. They should be systematically investigated and addressed.

Empowerment and community participation: Does gender make a difference?

The study discussed in this article examines the effects of client participation on empowerment, with special emphasis on gender. A group of community activists in low-income neighborhood in central Israel was assessed by community participation on three scales and their perceived on two scales. The findings suggest different relationships between types of participation and by gender. Gender did not have significant main effect on empowerment, and its effects only became evident when it interacted with participation. This article discusses the nature of and its measurement and analyzes the connection between participation and empowerment. Because male and female respondents appeared to reach in different ways, the implications for workers in the helping professions are examined. Key words: community participation; empowerment; gender The study discussed in this article examined the relationship among community participation, personal empowerment, and gender. Although there are studies that show no differences between men and women on either participation or empowerment, this is not in accordance with our experience. Moreover, some studies, in which all or most of the respondents were women, clearly postulate differences between men's and women's and involvement in the community. We therefore examined group of community activists, population not sufficiently studied in the literature, and attempted to find the differences in the way men and women participate in and achieve different kinds of empowerment. EMPOWERMENT LITERATURE Empowerment as concept in the helping profession has been recognized under several guises for many years. Its operational and conceptual definitions, however, are still being formulated. It is used as goal or outcome--feeling powerful, worthy of self-esteem, competent--and as process, both personal and professional, other-oriented--modifying personal and structural conditions to allow people to achieve power and (Perkins & Zimmerman, 1995; Swift & Levin, 1987; Zimmerman, 1995). Zimmerman (1990a) argued cogently that empowerment is far more than just personality variable. It refers to individuals and their ability to cope, but does not ignore ecological, cultural, and structural influences. It includes intrapsychic variables such as motivation, self-efficacy, and locus of control but puts them in ecological and cultural contexts. Solomon's (1976) definition of practice emphasized removing blocks to power or their effects (learned hopefulness in the phrase of Zimmerman, 1990b). We use the definition preferred by Perkins and Zimmerman (1995): a process by which people gain control over their lives, democratic participation in the life of their community, and critical understanding of their environment (p. 570). This definition emphasizes the essential connections between and ecology (Serrano-Garcia & Bond, 1994; Trickett, 1994), and stresses the connection between them through feeling of control. What are the essential elements of psychological and, particularly, which of them can be and have been measured? Zimmerman and Rappaport (1988) used number of personality, cognitive, motivational, and behavioral variables: internal locus of control, chance control, belief in powerful others, control ideology, self-efficacy, sense of mastery, perceived competence, political efficacy, desire for control, civic duty, leadership, alienation, community activities, and level of involvement in organizations (see also Zimmerman, 1990b). Zimmerman and Zahniser (1991) emphasized sociopolitical control and developed variables of leadership competence and policy control. Zimmerman et al. (1992) added perceived effectiveness of actions and perceived difficulty of problems. (See Zimmerman, 1995, for summary of the state of the art. …

INVOLVEMENT OF EMPLOYEES AND THEIR PERSONAL CHARACTERISTICS IN SAUDI CONSTRUCTION COMPANIES

The investigator of this study examined organizational involvement of employees in Saudi construction companies and a random sample was drawn from the participating companies in Riyadh and Dammam. Employees' levels of involvement in the construction companies, were compared on the basis of their personal characteristics. The sample was divided into two groups on the basis of employees' personal characteristics such as education, organizational tenure, pay, rank, and age. The results showed that there was a difference in the level of organizational involvement between employees on the basis of their five personal characteristics included in this study. Further, the findings of this study showed that the levels of employees' involvement in the construction companies differed as their personal characteristics differed. Employees with a low level of education showed a higher level of organizational involvement than did employees with a high level of education. Employees with long organizational tenure reported a higher level of involvement than did employees with short organizational tenure. Also, employees with a high salary showed a higher level of involvement than did employees with a low salary. Old employees showed a higher level of organizational involvement than young employees. High ranking employees showed a higher level of organizational involvement than did employees with a low rank.

Organizational Involvement and Representative Bureaucracy: Can We Have It Both Ways?

This article addresses an important issue of democratic theory and administration: the potential conflict between bureaucrats' allegiance to their agencies and to specific publics' interests. Representative bureaucracy, which emphasizes substantive interest representation in the administrative arena, embodies this potential for conflict. Empirical survey results which probe integration of substantive representation and employee allegiance among federal employees in four major agencies are presented. Evidence documents a different level of organizational involvement in an agency with a substantive representation mandate compared to employee involvement in agencies without a mandate for representation. While the U.S. Commission on Civil Rights' mandate affords considerable potential for integrating substantive representation and employee allegiance, its employees do not rank highly in organizational involvement. Even more surprising, CCR minority employees are lowest in involvement. These findings imply an important hypothesis: effectiveness in achieving an agency mandate is crucial to successful integration of organizational involvement and substantive representation.

Organizational Involvement and Representative Bureaucracy: Can We Have It Both Ways?

This article addresses an important issue of democratic theory and administration: the potential conflict between bureaucrats' allegiance to their agencies and to specific publics' interests. Representative bureaucracy, which emphasizes substantive interest representation in the administrative arena, embodies this potential for conflict. Empirical survey results which probe integration of substantive representation and employee allegiance among federal employees in four major agencies are presented. Evidence documents a different level of organizational involvement in an agency with a substantive representation mandate compared to employee involvement in agencies without a mandate for representation. While the U.S. Commission on Civil Rights' mandate affords considerable potential for integrating substantive representation and employee allegiance, its employees do not rank highly in organizational involvement. Even more surprising, CCR minority employees are lowest in involvement. These findings imply an important hypothesis: effectiveness in achieving an agency mandate is crucial to successful integration of organizational involvement and substantive representation.