Role Of Employee Participation Research Articles

Readiness Reaction to Change the Transformational Leadership with an Emphasis on the Mediating Role of Employee Participation

The purpose of this research is the reactivity of readiness for change than transformational leadership with an emphasis on the mediating role of employee participation. In this study, a standard questionnaire was used to collect data. The present study is an applied research and the manner of data collection is descriptive. Statistical society of present research consists of the employees and the Director of Education District 1 and 2 and the Directorate General of Education in Kurdistan 130 was the number of available random sampling. For statistical analysis, descriptive and inferential statistical methods were used. Accordingly results indicate that the idealized influence, idealized and behavior inspirational motivation are correlated significantly with employee participation.

The role of employee participation in generating and commercialising innovations: insights from Chinese high-tech firms

To date, employee participation finds very little recognition in China in research as well as in management practice. It seems to fundamentally contradict traditional values in Chinese culture. The effect of employee participation on innovation is completely unknown, not only for China, but also for many other emerging economies. In contrast, employee participation finds a lot of recognition in the western world for quite some while. Research suggests that employee participation is particularly relevant for innovations in skilled labour contexts, which are becoming increasingly important also for China. Based on a survey of 620 medium-sized and large companies we are investigating the effect of employee participation on innovation generation and commercialisation in China. In the formulation of our hypotheses we take the moderating effects of incentives into account. The contribution of this article is to give evidence on the explanation power of the western concept of employee participation outside the western world. This allows for a better understanding of the robustness of the concept towards cultural context factors.

Employee participation and carbon emissions reduction in Australian workplaces

This paper addresses a research gap on the role of employee participation in motivating workplace climate change mitigation activities. Drawing upon a survey of 682 Australian employers and an analysis of 1329 enterprise agreements, we find strong associations between organisational activities for the reduction of carbon emissions and employee participation in motivating, developing and/or implementing these measures. Engagement with emissions reduction at the workplace level is more likely where employee participation has a substantive role involving deeper and wider influence in organisational decision-making. This is especially the case when a range of approaches, including collective bargaining through trade unions, are utilised. Reflecting extant research on employee participation, this study confirms the importance of the concepts of depth and scope in evaluating the extent to which employee participation is substantive, and that different forms of participation have mutually reinforcing impacts over workplace decisions to reduce carbon emissions. The findings presented suggest that the form of participation may be less important than the way in which it is implemented and the degree of substantive influence that employees have in practice.

Impact of Strategic Planning on Small and Medium-Sized Enterprises’ (SMEs)Performance: The Role of Employee Participation, Implementation Incentives and Evaluation and Control

The importance of strategic planning to small-and mediumsized enterprises (SMEs) iswidely acknowledged by many practitioners and academiciansin SouthAfrica and the world over, yet there seems to be...

Gli effetti benefici della partecipazione

The paper is focused on the role of employee participation within the innovation strategies at company level and its impact on job quality and job satisfaction. After a rapid overview on the meaning of employee participation and its different forms, the paper presents the results of two empirical research projects conducted in Emilia-Romagna region. The first project investigates the relationships among innovation, work organisation and industrial relations through casestudy methodology. On the other side, the second project consists of a large scale survey based on a questionnaire collecting workers’ perception on their working conditions (about 4,500 questionnaires in the province of Bologna). Even though the two projects have different objectives and diverse theoretical basis, both results emphasize the role of employee participation

The Role of Employee Participation in Generating and Commercializing Innovations in China

In this paper we are investigating the effect of different forms of employee participation on innovation generation and commercialization in China. To date, the concept of employee-driven innovation (EDI) finds very little recognition in China in research as well as in management practice. It seems to fundamentally contradict traditional values in Chinese culture. On the other hand, work realities change rapidly in China. Research suggests that EDI might be particularly relevant for innovations in skilled labour contexts. Based on a survey of 620 medium-sized and large companies in China we found clear indications that different forms of employee participation have a positive impact on innovation generation, but not commercialization, while the application of non-monetary incentives mediates a positive relationship of employee participation on both innovation stages. These findings underpin that EDI is also relevant for China.

An International Comparison of Social Interaction Attributes of Internal Auditors: An Analysis Using the FIRO-B

This study examines the social interaction attributes of international and U.S. internal auditing personnel. The study found that internal auditors from the U.S. have significantly different social interaction attributes than their Asian counterparts. Understanding differences between social interaction attributes is significant because such information may shed light on the type of individuals who are most likely to succeed in different environments. The study used Thompson and Schutz's (2000) FIRO-B instrument to obtain social interaction attributes from U.S. and Asian internal auditors. The tasks undertaken in the internal audit function require a set of social skills which may vary across work environments and economies. These findings have implications for firm hiring and assignment practices of individuals from different cultures to appropriate functions within the corporation, consideration of the role of employee participation in teams, and educators who advise students pursing post-education employment positions consistent with their social skill preferences.

Continuous improvement of performance measurement by TQM adopters

This paper investigates the characteristics of performance measures perceived most appropriate in TQM environment and the systems and procedures that keep these performance measures continuously updated. The respondents included Canadian finalists (winners and certificates of merit) in the Total Quality category of Canada Awards for Business Excellence. The following issues are addressed: frequency of performance measures improvements; the mechanisms of these improvements; assignment of responsibility for creating, updating and monitoring performance measures; and the role of employee participation and training.

The importance of employee participation in determining pay system effectiveness

Managing pay systems is one of the most controversial and hotly debated areas of human resource management in which contingency theory approaches have dominated over the past few decades. The paper exposes the inadequacies of contingency approaches to pay system design and implementation and assesses the implications of more recent ‘best practice’ approaches, debating the role of pay within the HR bundle. It then reviews research evidence on the objectives and outcomes of different forms of variable pay, with close attention devoted to the role of employee participation in achieving pay system effectiveness. The significance of employee perceptions of distributive, procedural and interactional justice is explored as a means of explaining why employee participation in pay system management appears to be such a critical success factor. The paper concludes by arguing that we need to move away from a fixation with ‘best practice’ to a focus on ‘best process’ as a lens through which to investigate the design, implementation and management of pay systems.