Describe about the Employee Involvement and Participation?
Employee voice, means processes were employee participate and also influence the organizational decision making. In this employee gives a voice which is formal as well as informal which means to reduce argument, by improving communication and give confidence to staff retention through motivation and fair action (Kaufman, 2014). Involving employee within the operation not only enhances the effectiveness of the organization, but also at the same time it creates positive inclination towards work. As a consequence, the organizations are evidencing success, which lead them to sustain in the marketplace in the long run. At the same time, employer also able to understand who the key employees are behind the success of the organization. Organizations like IBM, Google always implement innovative strategy to engage employee within the operation process (Green, 2012).
Employee involvement, it is the responsibility was the employer provides opportunities for an employee to get involved in the activities performed in the organization. It is a direct participation to staff which helps the organization to fulfill their mission and meet to reach their objectives by applying their own idea toward solving the problem (Marchington & Suter 2013).
Employee participation refers to the process were employee itself involve in the decision making process and also help in empower the employee in their workplace. It refers to an opportunity provide to the employee to express their view, ideas regarding the work (Markey and Townsend, 2013).
Employee involvement, all the employees’ donation is taken jointly in achieving a particular objective on behalf of the organization.
Employee participation, in this employees ideas and attitude are worried in the decision making process.
Employee involvement, it is a one-on-one approach between the employee and management as the responsibilities are assign by the superior or the organization.
Employee participation, employee idea is established and valued by the management.
According to the current facts and figures, of employee involvement and participation are it is afraid with the social and political dimension of the employee relation and also the sharing power of employees and the management were they express the conflict of social and legislation framework were employee relation exists.
Employee engagement- A high level duties are focus by some of the UK’s most recognizable association is calling for every leader and manager across the economy to participate their part in tackling the UK’s employee engagement arrears (Yoerger, Crowe and Allen, 2015). There is little evidence like:
UK employees says that they are actively occupied toward their work, 20 million of workers are not carry their work properly and also not realize their potential at work, 64% of people said they have more to propose in skills and talent than they are currently being asked to demonstrate at work, and UK productivity was 20%lower than the rest of the G7.1
Employee engagement is not only for the general purpose but it can also engaged in companies profit like for example companies with the enlargement scores in the top 25% and had twice the annual net profit, for companies revenue growth the organization in the top quartile of engagement scores demonstrate revenue growth 2.5 times greater than those in the bottom quartile, and for the customer satisfaction area companies with the top quartile engagement scores average 12% higher customer advocacy (Green, 2012).
If the case example of real organization is considered here, then it can be said that the CSR activities (critical success factor) of Tesco help the employee keep on engaged and corporate with social responsibility, which become an exercise in public relation and also help the employee to participate and get involved in the CSR activities (Mazereeuw-van der Duijn Schouten, Graafland and Kaptein, 2013).
In this context, another example is Google Company which give one day holiday were employee can think about some innovative idea and creativity about the company and every employee can participate in it.
1. The poor fit- In these employers needs to make confident about their prospect and clear through their written policy and presentation review (Hatvani-Kovacs and Boland, 2015).
2. The Disappearing Act- Here employees with an individual or relatives health issue may be qualified for certain types of leave, while depending on the circumstances and the workplace’s state (Lake, 2007).
3. The sour Apple- In this the economical employees who had bad-mouthed the company and its management to associate with employees and even customer can take a tax. Several small companies capacity as part of its increasing effort, and make blunders that are more obvious to workers inside the company than outsider. But extreme public dissatisfaction by an employee needs to be stopped (Yang, & Konrad, 2011).
4. The filcher- “Depending on the amount of the stealing, it might make sense to talk to a legal representative or loss management expert to decide on a strategy”. It is a universal law, direct and clears statement whereas dealing with the employee difficulty and once you find out the problem it’s serious to take action in its place of letting it irritate and get worse (Zatzick,& Iverson, 2011).
Conclusion:
According to HR department of an organization, here psychological contract generally expect and operates between employee and the manager in term of powerful determination in an organization.
References
Hatvani-Kovacs, G. and Boland, J. (2015). Retrofitting Precincts for Heatwave Resilience: Challenges and Barriers in Australian Context. Challenges, 6(1), pp.3-25.
Kaufman, B. (2014). Theorising determinants of employee voice: an integrative model across disciplines and levels of analysis. Human Resource Management Journal, 25(1), pp.19-40.
Lake, J. (2007). Disappearing act. Nature, 446(7139), pp.983-983.
Yoerger, M., Crowe, J. and Allen, J. (2015). Participate or Else!: The Effect of Participation in Decision-Making in Meetings on Employee Engagement. Consulting Psychology Journal: Practice and Research.
Marchington, M., & Suter, J. (2013). Where Informality Really Matters: Patterns of Employee Involvement and Participation (EIP) in a Nonâ€ÂUnion Firm.Industrial Relations: A Journal of Economy and Society, 52(s1), 284-313.
Green, F. (2012). Employee involvement, technology and evolution in job skills: A task-based analysis. Industrial & Labor Relations Review, 65(1), 36-67.
Yang, Y., & Konrad, A. M. (2011). Diversity and organizational innovation: The role of employee involvement. Journal of Organizational Behavior, 32(8), 1062-1083.
Zatzick, C. D., & Iverson, R. D. (2011). Putting employee involvement in context: a cross-level model examining job satisfaction and absenteeism in high-involvement work systems. The International Journal of Human Resource Management, 22(17), 3462-3476.
Markey, R. and Townsend, K. (2013). Contemporary trends in employee involvement and participation.Journal of Industrial Relations, 55(4), pp.475-487.
Mazereeuw-van der Duijn Schouten, C., Graafland, J. and Kaptein, M. (2013). Religiosity, CSR Attitudes, and CSR Behavior: An Empirical Study of Executives’ Religiosity and CSR. Journal of Business Ethics, 123(3), pp.437-459.
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