Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs.

Employee involvement is not the goal nor is it a tool, as practiced in many organizations. Rather, it is a management and leadership philosophy about how people are most enabled to contribute to continuous improvement and the ongoing success of their work organization.

How their work is done Goal setting Planning Monitoring their performance Making suggestions for improvement

Empowerment is employee involvement that matters. It is the controlled transfer of authority to make decisions and take actions

Many employee involvement systems fail within the first year. The reason is : they involve but do not empower.
Without empowerment, employee involvement is just another management tool that does not work.

Giving employee the responsibility Training employee to accept the responsibility Communicating and giving feed back Giving rewards

Motivation T&D Growth & Securities Effective communication Mentoring Safety & healthy environment Performance Appraisal etc.

Achievement Recognition Interest in the task Responsibility for enlarged task Growth and advancement to higher level tasks

Provide benefits Facilities Secure the life of employee and the Organization Promotions

Interest in the task Want to work Safety and Healthy environment effects the employee comforts

The difference between the ancient human race and the modern human being isthe art of communications. Communications should be PROPER, APPROPRIATE and PLEASANT

The employees have to be continuously coached on the job to understand the organization policies, objectives and goals
The training and mentoring of employees are the prerequisites of TQM.

For the development of employees A formal activity carried out by the supervisor for each employee Such reports should be used by the management, for various purposes as:

-Promotion -Granting of additional increments -Training the employees -Reallocation of duties

Formal
Codified practices Example: SDWTs at TRW Canada

Statutory
Required by law Example: European codetermination

Direct
Employees personally involved
Example: Staff vote against smoking in the workplace

Informal
Casual information exchanges Example: Boss asks for ideas

Voluntary
No legal requirement Example: Strategic task force

Representative
Reps decide for other employees Example: Employee reps as directors

High

High involvement Employees have complete decision making power (e.g., SDWT(self directed work team) Full consultation Employees offer recommendations (e.g., gain sharing) Selective consultation Employees give information, but dont know the problem

Medium

Low

Identify and define problems better

Employee Involvement

Usually identify more and better solutions

More likely to select the best option

Decision quality Decision commitment Decision conflict Structured problem

Cultural Differences Better in collectivist and low power distance cultures Management Resistance Educate/train managers to become facilitators Employee and Union Resistance Concerns about increased stress, giving up union rights, and union power Solution is trust and involvement