3. Employee Involvement - Participation.(.Mfg.mum.Univy.)

8/3/2019 3. Employee Involvement - Participation.(.Mfg.mum.Univy.)

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3. Employee Involvement /

Participation

Its all about power & control!

How should the power & control be divided?


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Perspectives

Unitarist

Pluralist

Marxist


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Frontier of Control (Goodrich)

What is the demand for control?

- the demand not to be controlled

disagreeably?- the demand not to be controlled at all?

- the demand to take a hand in

controlling?


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The Extent of Control

Control that is allowed Vs that which is taken

Negative Vs Positive control

Customery Vs Contagious control

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THREE LEVELS OF CONROL :

1.Wages & conditions

2.Techiques related to everyday work

3.Wider trade policy & strategy formulation


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Salamons Forms (1998)

Industrial Democracy: worker control

Employee Participation: influence decision

making

Employee Involvement: engage support,

understanding, commitment & contribution


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Ramseys 4 Types

1. Task Involvement2. Briefing Systems

3. Consultative Arrangements

4. Financial Participation

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The Push for Participation

Ideological Institutional (EU) Higher expectations

Attitudes towards authority Alienation & dissatisfaction at work Organisational change HRM


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The Cynical View

The rhetoric may be one of workerempowerment, employee participation andinvolvement , but the prime objectivesremain more efficient production and moreeffective management control.

Managers appear to support most employee

involvement practices so long as these do notradically effect their control function within thefirm.


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Some Mechanisms

Suggestion schemes

Team working

Attitude surveys Collective bargaining

Quality circles

Worker Directors Works councils


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Direct Participation

Team Working

Quality Circles

Attitude Surveys

Suggestion Scheme

-----------------------------------------------------------Indirect (representative) Participation

Collective Bargaining Works Councils

Worker Directors


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Participative management addresses the relationship between the organizationand its workers and stakeholders.

> It addresses fundamental issues of governance within organizationsand the role of employees and external stakeholders in all levels oforganizational decision making environment :-

* Maintaining high levels of effectiveness,

* Productivity,

* Innovativeness, and

* Worker motivation in an increasingly dynamic, competitiveenvironment.

> Participative management is recognized as particularly pertinentto organizations dealing with complex, knowledge-basedproblems.


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BENEFITS OF EMPLOYEE

PARTICIPATION Improved, more innovative and efficient work methods and

procedures (less resistance to new methods may result, andthe problem-solving process may produce innovations)

> Better communication between management and workers andacross work units

Attraction and retention of employees (improvement resultsfrom increased satisfaction and involvement).

Reduced tardiness, turnover, and absenteeism

Greater staffing flexibility (increased flexibility results from cross-training and teamwork)

Increased service and product quality (higher motivation and bettermethods increase quality)

Higher productivity and output (higher motivation and better methodsincrease the rate of output).


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Benefits .Contd

Reduced staff support and supervision requirements(more self-management and broader skills reducethe needs for staff support and supervision)

More effective resolution of conflict and reducednumber of grievances (better communication and animproved union-management relationship reduce thenumber of grievances)

Better decisions (better input and decision-makingprocesses improve the quality of decisions)

Expansion of staff skills (problem-solving as well astechnical skills are developed)

Improved morale and job satisfaction.


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Some Potential negative

consequences :- Salary and training costs (developing new skills and

responsibilities for lower-level participants results in increasedsalaries and additional training)

Support personnel (if the new program creates a new structure

that needs support and management, support personnel mustincrease)

Resistance by middle management and/or by staff supportgroups (if they are not positively affected by the program, theymay resist it)

Lost time (participation takes time and can slow decisionmaking because a number of people have to understand andaccept the decision).


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Most common participative mechanisms

and strategies include:

>Democratic management

Information sharing forums

Joint labor-management training programs

Safety and health committees

Quality circles Quality of work life programs

Employee participation teams other than qualitycircles

Total quality management teams

Team based work structures with a variety ofresponsibilities


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* Gain-sharing and profit-sharing plans

Employee ownership programs

Worker representation on corporate boards of directors.

Survey feedback

Job enrichment or redesign initiatives

Union-management quality of work life committees Self-managing work teams (autonomous work groups,

semiautonomous work groups, self-regulating work teams, oreven simply work teams)

Site-based management.

Knowledge management programs

Business process reengineering (some dont consider this aparticipative mechanism)

Open-book management

Theory Z.


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Employee Engagement :

ENGAGEMENT DRIVERS

> Right Employees in the Right Jobs

> Exceptional Leadership

> Organizational Systems and Strategies WORK ENVIRONMENT

> Aligned Effort and Strategy

> Empowerment

> Teamwork/Collaboration> Growth and Development

> Support and Recognition ENGAGED EMPLOYEES

> Greater Loyalty

> Enhanced Effort ORGANIZATIONAL SUCCESS

> Satisfied/Loyal Customers

> Increased Retention

> Higher Profits and Profitability Revenue Growth.

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Thank You.

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3. Employee Involvement - Participation.(.Mfg.mum.Univy.)