Organization Development and Change Chapter Fifteen: Employee Involvement Thomas G. Cummings Christopher G. Worley

Learning Objectives for Chapter Fifteen To understand the principle characteristics of employee involvement interventions To understand the three predominant applications of employee involvement Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning

Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning 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. Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning

Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning 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 Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning

Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning EI and Productivity Improved Communication and Coordination Employee Involvement Intervention Improved Productivity Improved Motivation Improved Capabilities Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning

Secondary Effects of EI on Productivity Employee Well-being and Satisfaction Attraction and Retention Productivity Employee Involvement Intervention Productivity Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning

Employee Involvement Applications Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning

Parallel Structure 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 Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning

High Involvement Organization Features 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 Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning

TQM Application Stages Gain long-term senior management commitment Train members in quality methods Start quality improvement projects Measure progress Rewarding accomplishment Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning

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 Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning

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 Cummings & Worley,9e (c) 2008 South-Western/ Cengage Learning