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Article
Publication date: 1 March 2000

Abdulwahab S. AlKahtani

The investigator of this study examined organizational involvement of employees in Saudi construction companies and a random sample was drawn from the participating…

Abstract

The investigator of this study examined organizational involvement of employees in Saudi construction companies and a random sample was drawn from the participating companies in Riyadh and Dammam. Employees' levels of involvement in the construction companies, were compared on the basis of their personal characteristics. The sample was divided into two groups on the basis of employees' personal characteristics such as education, organizational tenure, pay, rank, and age. The results showed that there was a difference in the level of organizational involvement between employees on the basis of their five personal characteristics included in this study. Further, the findings of this study showed that the levels of employees' involvement in the construction companies differed as their personal characteristics differed. Employees with a low level of education showed a higher level of organizational involvement than did employees with a high level of education. Employees with long organizational tenure reported a higher level of involvement than did employees with short organizational tenure. Also, employees with a high salary showed a higher level of involvement than did employees with a low salary. Old employees showed a higher level of organizational involvement than young employees. High ranking employees showed a higher level of organizational involvement than did employees with a low rank.

Details

International Journal of Commerce and Management, vol. 10 no. 3/4
Type: Research Article
ISSN: 1056-9219

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Article
Publication date: 29 July 2021

Marit Engen, Lars Fuglsang, Tiina Tuominen, Jon Sundbo, Jørn Kjølseth Møller, Ada Scupola and Flemming Sørensen

Employees are considered as important contributors to service innovation, but the literature is not unanimous about what employee involvement in service innovation…

Abstract

Purpose

Employees are considered as important contributors to service innovation, but the literature is not unanimous about what employee involvement in service innovation entails. To advance theoretical understanding of the topic, this paper develops a conceptual framework for analysing employee involvement in service innovations, reviews existing research on the topic and proposes a research agenda.

Design/methodology/approach

Different modes of employee involvement in service innovation are distinguished based on two dimensions: (1) the intensity of employee influence on service innovation and (2) the breadth of the innovation activity in which employees are involved. This conceptual framework is abductively developed through a literature review of empirical service innovation studies to identify and analyse whether and how these modes of employee involvement are manifested in the service innovation literature.

Findings

The findings delineate six modes of employee involvement in the reviewed service innovation studies. Employees are primarily seen as having a strong influence on situated innovation activities but a limited influence on systemic innovation activities. The findings show that more research is needed to assess the connections between different modes of employee involvement.

Practical implications

The findings can be used by practitioners to assess the possibilities different modes of employee involvement may bring to service innovation activities.

Originality/value

The proposed conceptual framework and the analysis of current research and research gaps in service innovation studies provide a clear research agenda for progressing multidimensional understanding of employee involvement in service innovation.

Details

Journal of Service Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-5818

Keywords

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Book part
Publication date: 1 July 2013

George S. Benson, Michael Kimmel and Edward E. Lawler

Employee involvement (EI) is a major part of high-performance work systems (HPWS) that have successfully transformed a large number of organizations and have become…

Abstract

Employee involvement (EI) is a major part of high-performance work systems (HPWS) that have successfully transformed a large number of organizations and have become standard practice in many new organizations. Despite the proven benefits of EI, however, it is still not as widely utilized as it could be even when accounting for industry and organization differences in its applicability. We suggest that EI implementation is limited in part by the change management challenges it presents. We review the recent research on EI and HPWS, and suggest ways in which change research and theory can inform our understanding of why EI practices have fallen short of their potential and how they can be effectively implemented.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78190-891-4

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Article
Publication date: 12 July 2013

Edwinah Amah and Augustine Ahiauzu

The purpose of this paper is to examine the extent to which employee involvement influences organizational effectiveness and to examine the extent to which employee

Abstract

Purpose

The purpose of this paper is to examine the extent to which employee involvement influences organizational effectiveness and to examine the extent to which employee involvement influences profitability, productivity, and market share.

Design/methodology/approach

The correlational study was conducted as a cross‐sectional survey. Research questionnaires were administered and interviews were held with managers in the organizations studied. A total of 388 managers were randomly drawn from a population of 13,339 managers of all the 24 banks in Nigeria. The independent variable, “employee involvement” was measured by empowerment, team orientation, and capacity development. The dependent variable, “organizational effectiveness” was measured by profitability, productivity, and market share. The measures all used a five‐point Likert scale (ranging from 1=strongly disagree to 5=strongly agree) and Spearman's rank correlation statistical tool was used to test the hypotheses.

Findings

The descriptive statistics of the study variables indicate that employee involvement positively influences organizational effectiveness. The result (Rho=0.515, p<0.05) shows a positive significant relationship between employee involvement and profitability. The result (Rho=0.126, p<0.05) shows a positive relationship between employee involvement and productivity. The result (Rho=0.256, p<0.05) shows a positive relationship between employee involvement and market share.

Research limitations/implications

The result cannot be generalized because the study was carried out only in the banking industry. Not all the questionnaires given out were retrieved. Some respondents were reluctant to give out information about their organizations because of fear that such information will get to their competitors. Relevant literature on the topic of African origin were scarce, thus most of the literature reviewed was from Europe and America.

Practical implications

The results imply that increase in the level of employee involvement in organizations will enhance profitability, productivity, and market share. This means that employee involvement is associated with organizational effectiveness.

Originality/value

The study provides increased understanding, prediction, and appreciation of human behaviour. It enables us analyze the relationship that exist between employee involvement and organizational effectiveness. The study significantly enhances the body of knowledge in this area of management, as it provides reliable empirical results that can be used by scholars and practitioners. It will also help to alert managers to the implications of cultivating a culture of employee involvement that can serve as a competitive advantage. The study will be a challenge to further research because of its findings.

Details

Journal of Management Development, vol. 32 no. 7
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 June 2000

Gillian Shapiro

Recent studies have found that initiatives relying on the participation and development of employees, such as TQM, can struggle if different kinds of employees are not…

Abstract

Recent studies have found that initiatives relying on the participation and development of employees, such as TQM, can struggle if different kinds of employees are not involved equally. For instance, part‐time workers, administrative or shift staff often receive less training and communication on company performance levels than full‐time permanent, professional or senior staff. This article analyses research conducted with 14 organisations across eight European Union Member States. It finds that employee involvement, particularly the promotion of teamwork and use of staff experience and creativity frequently highlights the diversity between staff. In spite of this, firms have been slow to develop the skills and capabilities to manage diversity in a positive way. A change in the approach of management is needed to ensure diversity does not damage the improvement process.

Details

Personnel Review, vol. 29 no. 3
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 2 January 2019

Adya Hermawati, Suhermin and Rahayu Puji

The purpose of this paper is to examine the influence of transglobal leadership on quality of work-life, job involvement and its impact on the performance of micro, small…

Abstract

Purpose

The purpose of this paper is to examine the influence of transglobal leadership on quality of work-life, job involvement and its impact on the performance of micro, small and medium enterprises (MSMEs) employees throughout Malang Raya.

Design/methodology/approach

The population of the paper was all of MSME employees in Malang Raya and MSME developing in East Java regions, namely Sidoarjo, Pasuruan District, Pasuruan City, Kediri District, Jombang, Surabaya City, Blitar City and Blitar District. This paper uses GSCA for several reasons. First, it uses a structural model (involving several endogenous variables). Second, it involves unobservable variables that require a measurement model (variable measurement of the indicators). Third, it needs a comparative model testing that compares several groups of objects using the multigroup GSCA.

Findings

Transglobal leadership has a significant effect on quality of work life and job involvement in the five regions. It also has a significant effect on employee performance in the four regions, except Malang Regency. Quality of work life has a significant effect on job involvement in two regions, namely Malang City and Malang Regency, but not in the other three regions. Quality of work life and job involvement together has a significant effect on employee performance in all study sites.

Originality/value

These gaps motivate the researchers to comprehensively examine the relationship between QWL and employee performance, QWL and job involvement and job involvement and employee performance – these are the originality of the present study, in addition to different research locations. Small- and medium-sized enterprises (SMEs) in Malang are divided into three main groups, namely manufacturing business, merchandising business and service business.

Details

Research Journal of Textile and Apparel, vol. 23 no. 1
Type: Research Article
ISSN: 1560-6074

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Article
Publication date: 1 June 2002

Anthony Ang

Addresses employee involvement as a management approach, tracing the concepts, assumptions and roots in which it can be located. It reviews the plethora of typologies…

Abstract

Addresses employee involvement as a management approach, tracing the concepts, assumptions and roots in which it can be located. It reviews the plethora of typologies based upon which employee involvement programmes implemented in organisations today are founded. It advocates further research to enhance the conceptualisation and contextualisation of these programmes for practical implementation, as well as the development of a framework which could be generally accepted for their systematic evaluation.

Details

The TQM Magazine, vol. 14 no. 3
Type: Research Article
ISSN: 0954-478X

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Article
Publication date: 13 November 2017

Adya Hermawati and Nasharuddin Mas

The purpose of this paper is to obtain empirical evidence, analyze and explain the mediating effect of the quality of work life (QWL), job-retention engagement and…

Abstract

Purpose

The purpose of this paper is to obtain empirical evidence, analyze and explain the mediating effect of the quality of work life (QWL), job-retention engagement and organizational citizenship behavior (OCB) on the relationship between transglobal leadership and employee performance.

Design/methodology/approach

The population in this research is all employees of the most outstanding cooperatives in East Java Province. The method used to analyze the data in this study is generalized structural component analysis.

Findings

The main findings of this research show that the effects of mediation variables of QWL, job involvement and OCB in transglobal leadership influence employee performance in cooperatives in East Java. These findings are not in line with the Theory of Leadership by Sharkey et al. (2012), and explains the link between behaviors of transglobal leadership and employee performance. The study finds a need for attention in intervening/mediating variables such as QWL, job involvement and OCB as regard the relationship between transglobal leadership and employee performance.

Research limitations/implications

Transglobal leadership directly affects the QWL, job involvement and OCB: the higher the transglobal leadership, the higher the effect on QWL, job involvement and OCB. However, transglobal leadership has no direct effect on employee performance. Then, QWL, job involvement and OCB are mediating variables between the effects of transglobal leadership on full-mediation employee performance.

Social implications

To improve the performance of employees of cooperatives, some improvements are needed such as an increase in the quality of a leader’s cooperative approach, especially with transglobal leadership style. However, particularly in the approach, factor of quality of work life, job involvement and OCB cannot be ignored or overriden. Improved leadership capacity, priority for improved business intelligence main factor, while the quality of work-life priorities take precedence in the growth and development factors. Job involvement of preferred priority on self-esteem factor performances, while the main priority organizational citizenship behavior on altruism factor. Employee performance will be improved with the aforementioned ideal conditions, especially on the work factor result.

Originality/value

Mediation effect of job involvement and OCB, using Sobel test, for assessing the relationship between translgobal leadership and employee performance has not been studied before.

Details

International Journal of Law and Management, vol. 59 no. 6
Type: Research Article
ISSN: 1754-243X

Keywords

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Article
Publication date: 18 May 2010

Millissa F.Y. Cheung and W.M. To

This paper aims to explore the mediating role of effective employee involvement in the links between management commitment to service quality, employees' job satisfaction…

Abstract

Purpose

This paper aims to explore the mediating role of effective employee involvement in the links between management commitment to service quality, employees' job satisfaction, and customer perceptions of service performance.

Design/methodology/approach

Based on a review of the literature on service management, the authors identified the role of effective employee involvement in the relationships between management commitment to service quality and employees' job satisfaction and between management commitment to service quality and customer perceptions of service performance. Using a random sampling method, the authors obtained 143 matched frontline employee‐customer dyads in the Macao Special Administrative Region of the People's Republic of China.

Findings

The results of the structural equations analysis show that effective employee involvement fully mediates the positive effects of management commitment to service quality on employees' job satisfaction and customer perceptions of service performance.

Practical implications

This study confirms that management commitment to service quality alone does not produce positive organizational outcomes, unless linked with effective employee involvement.

Originality/value

The paper contributes to the literature on service management by identifying the mediating role of effective employee involvement in the relationships between management commitment to service quality and organizational outcomes.

Details

Managing Service Quality: An International Journal, vol. 20 no. 3
Type: Research Article
ISSN: 0960-4529

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Article
Publication date: 1 February 2016

Yuhei Inoue, Cody T Havard and Richard L Irwin

The purpose of this paper is to investigate the roles of employeesinvolvement with the sponsored sport and cause in determining their beliefs about cause-related sport…

Abstract

Purpose

The purpose of this paper is to investigate the roles of employeesinvolvement with the sponsored sport and cause in determining their beliefs about cause-related sport sponsorship.

Design/methodology/approach

Respondents completed a survey that included the measures of sport involvement, cause involvement, and sponsorship beliefs adapted from previous studies. The final sample included 131 attendees who identified themselves as employees of sponsors of a cause-related sport event in a web-based post-event survey. A multiple regression analysis was performed to test hypotheses.

Findings

Despite the prevailing logic that companies can enhance the perception of goodwill by sponsoring sport that is important to their employees, employees’ sport involvement was found to have no effect on their sponsorship beliefs. In contrast, cause involvement alone explained a large amount of the variance in those beliefs.

Originality/value

The findings contribute to the literature by indicating that how employees evaluate cause-related sport sponsorship may be different from their evaluation process of traditional sport sponsorship without the cause affiliation. This research highlights the need to conduct further internal marketing research specific to cause-related sport sponsorship.

Details

International Journal of Sports Marketing and Sponsorship, vol. 17 no. 1
Type: Research Article
ISSN: 1464-6668

Keywords

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