Thomas G. CummingsChristopher G. Worley

Chapter Fifteen :Employee Involvement

Organization Development and Change

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Learning Objectivesfor Chapter Fifteen

To understand the principle characteristics of employee involvement interventions

To understand the three predominant applications of employee involvement

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Employee Involvement

Employee involvement seeks to increase members’ input into decisions that affect organization performance and employee well-being.Employee involvement (EI) is the broad term

for diverse approaches to gain greater participation in relevant workplace decisions.

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Employee InvolvementPower

Extent to which influence and authority are pushed down into the organization

InformationExtent to which relevant information is shared with

members

Knowledge and SkillsExtent to which members have relevant skills and

knowledge and opportunities to gain them

RewardsExtent to which opportunities for internal and external

rewards are tied to effectiveness

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EI and Productivity

EmployeeInvolvementIntervention

ImprovedCommunication

and Coordination

ImprovedMotivation

ImprovedCapabilities

ImprovedProductivity

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Secondary Effects of EI on Productivity

EmployeeInvolvementIntervention

Productivity

ProductivityEmployee

Well-being andSatisfaction

Attraction andRetention

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Employee Involvement Applications Application

Power

Information

Knowledge/Skill

Rewards

Parallel Structures

Low

Moderate

Moderate

Low

High Involvement Organizations

High

High

High

High

Total Quality Management

High

High

High

High

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Parallel StructureApplication Stages

Define the parallel structure’s purpose and scope

Form a steering committee Communicate with organization members Form employee problem-solving groups Address the problems and issues Implement and evaluate the changes

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High Involvement Organization Features

Flat, lean organization structures

Enriched work designs Open information

systems Sophisticated selection

and career systems

Extensive training programs

Advanced reward systems

Participatively designed personnel practices

Conducive physical layouts

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Gain long-term senior management commitment

TQM Application Stages

Train members in quality methods

Start quality improvement projects

Measure progress

Rewarding accomplishment

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Deming’s Quality Guidelines Create a constancy of

purpose Adopt a new philosophy End lowest cost

purchasing practices Institute leadership Eliminate empty slogans Eliminate numerical

quotas Institute on-the-job

training Retrain vigorously

Drive out fear Break down barriers

between departments Take action to accomplish

transformation Improve processes

constantly and forever Cease dependence on

mass inspection Remove barriers to pride

in workmanship

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Lack of constancy of purpose

Emphasizing short-term profits and immediate dividends

Deming’s Seven Deadly Sins

Evaluation of performance, merit rating, or annual review

Mobility of top managementRunning a company only on visible figures

Excessive medical costsExcessive costs of warranty

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