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High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle individual job tasks or a high level of involvement at team or workplace level in designing work procedures. When implementations of HIWPs are accompanied by companion investments in human capital – for example, in better information and training, higher pay and stronger employee voice – it is appropriate to talk not only of HIWPs but of “high-involvement work systems” (HIWSs). This chapter reviews the theory and practice of HIWPs and HIWSs. Across a range of academic perspectives and societies, it has regularly been argued that steps to enhance employee involvement in decision-making create better opportunities to perform, better utilization of skill and human potential, and better employee motivation, leading, in turn, to various improvements in organizational and employee outcomes.

However, there are also costs to increased employee involvement and the authors review the important economic and sociopolitical contingencies that help to explain the incidence or distribution of HIWPs and HIWSs. The authors also review the research on the outcomes of higher employee involvement for firms and workers, discuss the quality of the research methods used, and consider the tensions with which the model is associated. This chapter concludes with an outline of the research agenda, envisaging an ongoing role for both quantitative and qualitative studies. Without ignoring the difficulties involved, the authors argue, from the societal perspective, that the high-involvement pathway should be considered one of the most important vectors available to improve the quality of work and employee well-being.

Although customer co-creation has received a significant amount of attention in both practice and academics, most of the previous studies have been conducted from the customer perspective while how service employees are involved in the customer value co-creation process has been rarely examined. To fill in this gap, the purpose of this paper is to develop a scale of employee involvement in customer value co-creation, and test a theoretical model that investigates the antecedents and consequences of employee involvement in customer value co-creation.

Based on a comprehensive literature review and 12 in-depth interviews with service employees, a scale of employee involvement in customer value co-creation was developed in Study 1. The items were purified, and the construct validity and reliability were evaluated via a survey (n = 178). In Study 2, the newly developed scale was cross-validated in a new service context and a conceptual model was tested by estimating a structural equation model with survey data collected from service employees (n = 225).

The newly developed scale of employee involvement in customer value co-creation has demonstrated sufficient construct validity and reliability across different service contexts. Moreover, the results show that both customer orientation and perceived organizational support are positively associated with employee involvement in customer value co-creation, which, in turn, influences employees’ job satisfaction and job stress. In addition, firm cross-functional cooperation strengthens the relationships between perceived organizational support and employee involvement in customer value co-creation.

Future research from other service contexts and countries is needed to confirm the generalizability of the new scale and the findings.

The findings of the study will provide implications to service managers regarding where to focus their organizational resources and how to facilitate employee involvement in customer value co-creation.

This study takes an initial step to develop a scale of employee involvement in customer value co-creation and test the antecedents and consequences of employee involvement in customer value co-creation.

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

The purpose of this paper is to examine perceptions of organisational politics (POP) as a mediator of the relationship between high-involvement work practices (HIWPs) and employee outcomes (trust in employer and employee engagement).

Using a longitudinal time-lagged quantitative survey design, data were collected in two waves (n = 1,554, time 1, and n = 970, time 2). Direct and indirect (mediation) effects were tested through structural equation modelling (SEM) in AMOS.

The results of SEM suggest that HIWPs are positively associated with trust in the employer and employee engagement and negatively associated with POP. The data supported a partial mediation model in which POP mediated the relationship between HIWPs and both trust in the employer and employee engagement levels.

HIWPs reduce employees’ perceptions of the degree to which their work environment is politicised, enhance employee engagement and develop a more trusting relationship between employee and employer.

Perceptions that workplace environments are characterised by political behaviours are ubiquitous and a large body of research has highlighted their detrimental effects on both employees and employers. This is the first study that has examined the potential of HIWPs in reducing such perceptions, which in turn, can foster employee engagement and enhance trust in the employer. Longitudinal studies of the effect HIWPs have on employee perceptions and attitudes are also still scarce.

The purpose of this paper is to empirically study the effect of employee involvement in the workplace on job satisfaction for millennial workers in Colombia.

Data were obtained from a sample of 2103 millennial employees working in 11 companies of different sectors located in the five main cities of Colombia. Ordered probit models were estimated to study the effect of employee involvement on job satisfaction, in general, and how different forms of participative decision making in the workplace produce different impacts on individual satisfaction with objective and intrinsic aspects of the job, in particular.

The empirical results show that, for millennial workers, there is a positive link between employee involvement and job satisfaction. Moreover, there is a higher positive impact on job satisfaction when millennial workers participate in decisions on general aspects of the company than when they participate in specific decisions such as those concerning teamwork or main tasks at work. Another interesting result is that millennial workers attach high importance to intrinsic aspects of their jobs (such as the possibility to use their knowledge in the work), which may improve their satisfaction in a higher participative environment.

The results can present bias due to the use of self-report data from millennial workers. Another potential limitation is the cross-sectional nature of the data, which does not control for unobserved individual effects. The study may be extended to other developing countries to help identify results more precisely for different contexts.

The value lies in exploring the relationship between employee involvement and job satisfaction for millennial workers in the context of a developing country. The paper simultaneously considers different types of employee involvement and estimates their effects on different facets of job satisfaction.

The purpose of the study is to establish the relationship between age, job involvement, job satisfaction and job performance of sub-county chiefs in the Ugandan local government.

A cross-sectional survey design was used to obtain a total sample of 320 sub-county chiefs who were selected to participate in the study using multi-stage stratified random sampling. A self-administered questionnaire was used to collect data that were entered into the computer using Statistical Package for the Social Sciences, version 23 (IBM SPSS-AMOS). Path analysis results were used to test the hypotheses.

The results indicated significant positive relationships between: age and job involvement, job involvement and job satisfaction, and job involvement and job performance. Non-significant relationships were between age and job satisfaction, age and job performance, and job satisfaction and job performance. A reconstructed model was presented.

Employees’ participation in decisions that affect their work brings positive behavioral outcomes. Job involvement makes workers feel as part of the organization and contributes significantly to organizational effectiveness and morale of workers. Managers are encouraged to pay much attention to the requirements of their staff so as to increase their job involvement, which can ultimately lead to high levels of job satisfaction and improved job performance.

This study proposes that older employees who highly participate in organizational activities are likely to be satisfied and outstanding performers. Strategic recruitment agencies are very important in ensuring “quality at the gate” because they focus on the work attitudes and can attract and retain a satisfied and competent workforce.

To develop a decision model supporting employee involvement in industrial vulnerability reduction.

A synthesis review of some of the relevant extant literature on technological/industrial vulnerability, and their application within a normative decision‐making model (i.e. the “Vroom‐Yetton model”).

The insights on vulnerability drawn from the literature are highly amenable to a systematic decision‐making model for employee involvement. Various aspects of vulnerability, specifically with regard to substantial, social and temporal dimensions may be included in such a model.

New insights about the context‐dependent aspects of vulnerability are offered by considering these within a contingency decision model. This suggests that vulnerability categories are not absolute, but have to be assessed in relation to a specific decision‐making framework.

The developed model provides a way of weighting various dimensions of vulnerability and making more appropriate decisions regarding leadership style in a range of circumstances.

While decision models exist for assessing risk in organizations, no contingency model for employee involvement in vulnerability assessment has been presented to date.

Companies in general have not lived up to their ethical responsibility in assisting workers in decreasing workrelated accidents and illnesses. This paper presents a systematic four‐stage employee involvement model that was successful in transforming a company’s culture to become a model for preserving workers’ rights to safe working conditions. By changing the prevailing management ideology on safety, the model offers a positive solution to improving workplace safety and morale, while preserving the workers’ rights to be involved in decisions that affect the quality of their lives.

The hospitality and tourism industry is highly labor-intensive. It is constituted by a fast-paced, dynamic, unpredictable and unstable operating environment that requires an extraordinary leadership ability, and leaders may need to adopt a transformational leadership style. A plethora of theoretical and empirical studies have shown the importance of transformational leadership. However, there is still much to be learned. Meanwhile, no study to date has measured the relationship between transformational leadership, job involvement, and job satisfaction among employees in the hospitality and tourism industry in New Zealand. This study expands our understanding of transformational leadership in the specific context of hospitality and tourism.

The purpose of this paper is to examine the relationships between empowering leadership style and two types of open innovation: inbound and outbound. The intervening mechanism of employee involvement climate in these relationships is also investigated.

The paper uses data collected using a questionnaire survey from middle and top managers working in various firms in northern India.

Results reveal that empowering leadership positively affects both types of open innovation. Thus empowering leadership supports followers to seek, integrate and diffuse new ideas and knowledge to improve open innovation outcomes. Further, the mediating role of employee involvement climate is established for empowering leadership-inbound open innovation link. This suggests that an empowering leadership style creates an employee involvement climate that empowers employees and involves them in relevant decision-making which consequently enhances a firms inbound open innovation performance.

This study used a cross-sectional research design and a relatively small sample size. These limitations can affect generalizability of the findings.

The paper contributes to leadership and open innovation literatures and provides insights into how the practitioners can use an appropriate leadership style to maximize success in the open innovation paradigm. The study is one of the first to empirically shed light on this strand of open innovation research.