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

HS 15-2 Learning Objectives for Chapter Fifteen To understand the principle characteristics of employee involvement interventions To understand the three predominant applications of employee involvement

HS 15-3 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.

HS 15-4 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

HS 15-5 EI and Productivity Employee Involvement Intervention Employee Involvement Intervention Improved Communication and Coordination Improved Communication and Coordination Improved Motivation Improved Motivation Improved Capabilities Improved Capabilities Improved Productivity Improved Productivity

HS 15-6 Secondary Effects of EI on Productivity Employee Involvement Intervention Employee Involvement Intervention Productivity Employee Well-being and Satisfaction Employee Well-being and Satisfaction Attraction and Retention Attraction and Retention

15-7 Employee Involvement Applications

HS 15-8 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

HS 15-9 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

HS Gain long-term senior management commitmen t TQM Application Stages Train members in quality methods Start quality improvement projects Measure progress Rewarding accomplishment

15-11 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

HS Lack of constancy of purpose Emphasizing short-term profits and immediate dividends Deming’s Seven Deadly Sins Evaluation of performance, merit rating, or annual review Mobility of top manageme nt Running a company only on visible figures Excessive medical costs Excessive costs of warranty

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