6351 Wk 4 Chapter 10, 11, and 12
DatDude
Chapter12Powerpoint1.pptxOrganization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
12
Employee Involvement
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Learning Objectives
Define the principles of employee involvement and describe its relationship to performance.
Compare three employee involvement interventions: parallel structures, total quality management, and high-involvement organizations.
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Overview of 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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Definition of Employee Involvement
Power
Extent to which influence and authority are pushed down into the organization
Information
Extent to which relevant information is shared with members
Knowledge and Skills
Extent to which members have relevant skills and knowledge and opportunities to gain them
Rewards
Extent to which opportunities for internal and external rewards are tied to effectiveness
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How EI Affects Productivity
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Secondary Effects of EI on Productivity
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Employee Involvement Interventions
| Application | Power | Information | Knowledge/Skill | Rewards |
| Parallel Structures (e.g., Employee Resource Groups, Union-Management Cooperation) | Low | Moderate | Moderate | Low |
| Total Quality Management (e.g., continuous improvement, six sigma | High | High | High | High |
| High Involvement Organizations | High | High | High | High |
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Parallel Structures Application 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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Total Quality Management
Comprehensive approach to Employee Involvement
Increases workers’ knowledge and skills through extensive training, provides relevant information to employees, pushes decision-making power downward in the organization, and ties rewards to performance.
Known as “Business Excellence”, “Continuous Process Improvement”, “Continuous Quality”, “Lean”, and “Six Sigma”
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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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Deming’s Seven Deadly Sins
Lack of constancy of purpose
Emphasizing short-term profits and immediate dividends
Evaluation of performance, merit rating, or annual review
Mobility of top management
Running a company only on visible figures
Excessive medical costs
Excessive costs of warranty
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TQM Application Stages
Gain long-term senior management commitment
Train members in quality methods
Start quality improvement projects
Measure progress
Reward accomplishment
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High-Involvement Organizations
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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High-Involvement Application Factors
Guided by an explicit statement of values that are strongly held and widely shared by organization member.
Implementation process is participative with managers and employees taking active roles in choosing and implementing the design features.
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