Emp Involvement and Participation

8/19/2019 Emp Involvement and Participation

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EMPLOYEE INVOLVEMENT APARTICIPATION

Presen

M.Tul


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When an organization truly wants to create a positive wor environ!ent t

high trust, e#ceptional custo!er service, colla"orative tea!wor

e#cellence, and creative pro"le! solving, then the leadership tea!

understand, invest in, and "e responsive to the needs o$ the group that

organization%s !ost valua"le assets, and is also one o$ its !ost i!port

the e!ployees. The return on such no!inal invest!ents will co!e in the

levels o$ e!ployee !otivation, creativity, productivity, and co!!it!entthe organization $orward with greater pro&ta"ility.

A $unda!ental Total 'uality Manage!ent precept is that e!ployees !

and e!powered.

INTRODUCTION


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!ployee involve!ent and participation have "een at the heart o$ indussince its inception, although !uch o$ the conte!porary ter!inology has !ov

industrial de!ocracy% e!ployed "y the We""s in *++.

The la"els and ter!s $or e!ployee involve!ent and participation have

varied over ti!e, re-ecting dierent disciplinary "ases (industrial rela

resource !anage!ent, psychology and political science), changing s

conte#ts, co!peting goals "etween !anage!ent, la"our and govern!ent, a

practices.

History Of Employee Involvement An


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• !ployee involve!ent is creating an environ!ent in which people hav

decisions and actions that aect their 0o"s.

• !ployee involve!ent !eans that every e!ployee is regarded as a uni1u

not 0ust a cog in a !achine, and each e!ployee is involved in helping the o

its goals. ach e!ployee%s input is solicited and valued "y his2her !anage!

and !anage!ent recognize that each e!ployee is involved in running the "

• 3ntrinsic to !ost e!ployee involve!ent processes is training in tea

co!!unication, and pro"le! solving4 the develop!ent o$ reward and reco

and $re1uently, the sharing o$ gains !ade through e!ployee involve!ent e

"#t is Employee Involvemen


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• !ployee involve!ent is a process $or e!powering e!ployees to participat

decision/!aing and i!prove!ent activities appropriate to their levels in th

Since Mc5regor%s Theory 6 &rst "rought to !anagers the idea o$

!anage!ent style, e!ployee involve!ent has taen !any $or!s, including

approaches and special activities such as 1uality o$ wor li$e ('W7) progra!s

• There is at the end o$ the day only one thing that dierentiates one co!pany

its people. 9ot the product, not service esta"lish!ents, not the proce

ingredients4 ulti!ately any o$ these can "e duplicated.

• The :apanese have always recognized this and it is one o$ the reasons $or t

world !arets 8 they place tre!endous value on the integration o

organizational o"0ectives, e1uip!ent and processes.

Co


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Employee Prti!iption

When an e!ployee participates in a "usiness activity, it !eans he shares

others. These others $or! one tea! with the e!ployee and the tea! is

co!pletion o$ a goal or pro0ect. The tea! provides the $oru! where the e!plo

ideas to !ae the ite! !ore e;ciently and !ae decisions a"out his portio

pro0ect. Whether the level o$ the e!ployees< involve!ent is !a0or or !inor, al

are encouraged to participate.

Although the dierence !ay "e su"tle, there is a dierence "etween e!ploy

and e!ployee involve!ent. When the two phrases are used within the h

conte#t, it can denotes two separate co!pany policies and levels o$ e!

interaction. =owever, "oth processes can yield a !ore productive wor $orce.

Employee Prti!iption


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ADVANTA$E%

Co!"ining "oth !anage!ent styles can yield a wor $orce that is !ore

e!ployees who en0oy their 0o"s !ore as they $eel part o$ the process.

3t can lead to longer e!ploy!ent periods with the sa!e e!ployees, re1u

e!ployee hires and reducing co!pany turnaround.

The pro0ects can "e co!pleted and i!ple!ented $aster and !ore e;cient

worers are !ore aware o$ the !ethods to strea!line the process than !an

e!ployees are responsi"le $or the daily !aintenance.


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The keys to involvement are several and complex:

(a) >inancialShare ownership and pro&t distri"ution plans can help to $oster an interest i

aairs at the co!petitive level which is o$ten hard to get across in the nor!

routine o$ worplace activity.

(") :o" security

?ou"t as to whether you will still "e with the co!pany ne#t wee are h

encourage a sense o$ "elonging. Again the :apanese have recognized this

truis! $or !any years.


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3n order to i!ple!ent e!ployee involve!ent and e!power!ent to an

$ollowing ey actions need to tae place@

5iving e!ployee the responsi"ility

Training e!ployee to accept responsi"ility

Co!!unicating and giving $eed"ac

5iving rewards and recognition

IMPLEMENTATION


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O&'e!tives of Prti!iptive Mn

To M)e *est Use of H+mn Cpitl, articipative !anage!ent do

organizations to e#ploit only physical capital o$ e!ployees. ather it !aeshu!an intellectual and e!otional capital. 3t gives e!ployees an opportuni

their ideas and suggestions to i!prove "usiness processes and create a

environ!ent.

To Meet t#e Psy!#olo(i!l Needs of Employees, When e!ployees have a

!aing process, it gives the! a psychological satis$action. 3t is a si!ple $

the! to i!prove their per$or!ance, create a proper channel o$ co!!un

practical solutions to design "etter organizational processes.

To Retin t#e *est Tlent, articipatory !anage!ent is one o$ the

strategies to retain the "est talent in the industry. 3t gives e!ployees a sense

a say in organizational decision !aing process. nce they are valued "y th

stic to the organization and "eco!e !anage!ent%s partners in !eeting sp


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To In!rese Ind+stril Prod+!tivity, 3n today%s co!petitive world, !otivat

and high pay pacages are not enough to increase industrial productiv

-e#i"ility, delegation o$ authority, industrial de!ocracy and e!ployee say in d

are i!portant to increase annual turnover o$ any organization.

To Est&lis# Hrmonio+s Ind+stril Reltions#ip, articipatory $ro! o$ !a

un"eata"le tact to esta"lish and !aintain cordial relationships with e!ploye

union. The success o$ an organization depends on its hu!an resour

e!power!ent acts as a strong $orce to "ind the e!ployees and !otivate to

"est to the organization.

To Mintin Proper -lo. of Comm+ni!tion, Two/way co!!unic

i!portant role in the success o$ any organization. !ployee participation in d

ensures proper -ow o$ co!!unication in the organization. veryone contri"ute

tries to strengthen the organization "y contri"uting their "est to i!prove "usin


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Met#ods/"ys of Prti!iption of EmployeDe!ision0M)in(

Prti!iption t t#e *ord Level, epresentation o$ e!ployees at the "oar

as industrial de!ocracy. This can play an i!portant role in protecting t

e!ployees.

Prti!iption t#ro+(# O.ners#ip, The other way o$ ensuring worers%

organizational decision !aing is !aing the! shareholders o$ the co!pany

to "uy e1uity shares, advancing loans, giving &nancial assistance to ena"

e1uity shares are so!e o$ the ways to eep the! involved in decision/!aing

Prti!iption t#ro+(# Colle!tive *r(inin(, This re$ers to the participa

through collective agree!ents and "y deciding and $ollowing certain rules a

This is considered as an ideal way to ensure e!ployee participation in !anag

3t should "e well controlled otherwise each party tries to tae an advantage o$


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Prti!iption t#ro+(# %+((estion %!#emes, ncouraging your e!ployees t

uni1ue ideas can wor wonders especially on !atters such as cost cutting, wast

sa$ety !easures, reward syste!, etc. ?eveloping a $ull/-edged procedure can a

organizational $unctions and create a healthy environ!ent and wor culture. >or

Satya! is nown to have introduced an a!azing country/wide suggestion sche!

:unction. 3t receives over D,EEE ideas per year $ro! its e!ployees and co!pany

one/&$th o$ the!.

Prti!iption t#ro+(# Complete Control, This is called the syste! o$ sel$ !a

where worers union acts as !anage!ent. Through elected "oards, they ac1uir

the !anage!ent. 3n this style, worers directly deal with all aspects o$ !anage!

industrial issues through their representatives.

Prti!iption t#ro+(# 1o& Enri!#ment, #panding the 0o" content and addin

!otivators and rewards to the e#isting 0o" pro&le is a &ne way to eep worers i

!anagerial decision/!aing. :o" enrich!ent oers $reedo! to e!ployees to e#

wisdo! and use their 0udg!ent while handling day/to/day "usiness pro"le!s.


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E3mples of Employee Involvemen %+((estion *o3

The old/$ashioned suggestion "o# that is rarely opened, let alone utilized, wi

co!pany !orale, however, a suggestion "o# with a ic will involve e!ployee

the co!pany.

%fety Committees

educing accidents can reduce your lia"ility and i!prove attendance

3!ple!enting sa$ety co!!ittees at your "usiness can help you achiev

co!!ittee !e!"er should serve a one/year ter!. rovide a place $or !onth

and !ae sure a !e!"er o$ !anage!ent attends to consider any sa$ety sugge

Ides Cmpi(n

lacing dry/erase "oards in each depart!ent and pro!oting an Fideas ca!pa

e!ployees involved. When e!ployees co!e up with new ideas to !ae the

s!oothly, they can put the! on the "oard.

Peer Pi!)in( Pro(rm


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Prti!iptive %!#emes In Ind The introduction o$ wors co!!ittees through the 3ndustrial ?isputes Act i

"y !any as an encouraging !easure $or participation. The wors co!!itt

as an industrial relations (3) tool to resolve or reduce dierences "etween

la"our.

The 9ational Co!!ission on 7a"our, *I, reco!!ended that the recogniz

the right to no!inate worer representatives to the wors co!!ittee.

3n *DI, the govern!ent suggested at the annual la"our con$erence that a

go to urope and study how the syste! wored in countries where !any were still active. The delegation reported "ac to the con$erence and prop

set up in all esta"lish!ents e!ploying DEE or !ore worers. The con$er

reco!!endation as a resolution in *D+.

A$ter the :MC e#perience, the 5overn!ent decided to !ae a $resh atte!pt

pu"lic sector units (SJs) at least. 3t announced in *H* a sche!e $or wore

"oards. ne worer director was !ade !andator $or each SJ, the re r


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3n *HD, one o$ the populist !easures adopted "y the 5overn!ent

progra!!e, and worers% participation was one o$ the points. A new sche!e

and 0oint councils was $or!ulated in cto"er that year.

When the :anata arty ca!e to power in *HH, it appointed a co!!itte

Minister avindra Ler!a to investigate statutory i!position o$ participat

Co!!ittee in *H+ duly reco!!ended a statute on participation.

The &nal step in the rather prolonged introduction o$ participation was taethe new 5overn!ent dra$ted a articipation o$ Worers in Manage!ent Bill,

a!ong cha!"ers o$ co!!erce and !a0or unions $or co!!ents. The

con$erence that year had an al!ost single/point agenda 8 statutory participat


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>MS > M76 AT3C3AT39


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SA7AM9%S >MS (*+)

Ind+stril Demo!r!y, worker control

Employee Prti!iption, infuence decision ma

Employee Involvement, engage support,understanding, commitment & contribution


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AMS6%S T6S

*. Tas 3nvolve!ent

K. Tea! Brie&ng Syste!s

. Consultative Arrange!ents


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T= JS=% > AT3C3AT39

3deological

3nstitutional (J)

=igher e#pectations

Attitudes towards authority

Alienation N dissatis$action at wor rganisational change

=M


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?3CT AT3C3AT39

Tea! Woring

'uality Circles

Attitude SurveysSuggestion Sche!e


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39?3CT (S9TAT3L) AT3C3AT39

Collective Bargaining

Wors Councils

Worer ?irectors


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C6C7S WALS > AT3C3AT39

Cy!les, history o$ participation shows periods o$ de$ollowed "y periods o$ decay with little2no overall chang*+)

"ves, interest in participation e""s N -ows% at "othand !acro levels (Marchington *K)


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J 39>MAT39 A9? C9SJ7TAT39 ?3CT3L K

OThis is the "est opportunity ever, to re$or! the 3rish indurelations syste!.P ro$ Qeith Sisson

ight to "e in$or!ed and consulted on !atters currently 0o"s and those liely to i!pact on their $uture wor li$e.


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A CAS > 5?% ACT3C

3n this organisation co!!it!ent to in$or!ing and consulting e!ploy

$ro! the top. They e!ploy !ultiple !echanis!s $or "oth purposes. M

presented in good ti!e and is "road and deep in scope. Both direct

representative !echanis!s are used. ?ecisions can and do change a


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A CAS > % ACT3C

There is no real% co!!it!ent to in$or!ing and consulti

The organisation pays lip service% "y having !echanis!

are not active. !ployee representatives are !arg

pre$erence is $or direct !echanis!s to "e used $or in$or

notice). ?ecisions should not and do not change.


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T=3CA7 C?S


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T=3CA7 C?S

%+&prt A 4 $enerl ProvisionsSu"part A esta"lishes the $ra!ewor $o

rest o$ the regulation. 3t includes de&nprovides authority $or supple!entation oregulation when necessary "y indiagencies, and encourages e!ployees toadvice $ro! agency ethics o;cials.


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estates the *G principles o$ ethical conduct and e!ployees to apply the! when considering situaspeci&cally addressed "y the regulation4 and

>or situations that involve appearances o$ con-ic

provides that the circu!stances "e 0udged $ro! tperspective o$ a reasona"le person with nowledgrelevant $acts.


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%U*PART * 4 $I-T% -ROM OUT%IDE %OURCE

Su"part B prohi"its e!ployees $ro! soliciting or acceptinprohi"ited sources or gi$ts given "ecause o$ their o;cial p The ter! Oprohi"ited sourceP includes anyone seeing "uor o;cial action "y an e!ployee%s agency and anyone suaected "y the per$or!ance o$ the e!ployee%s duties. >oa co!pany "idding $or an agency contract or a person seagency grant would "e a prohi"ited source o$ gi$ts to e!pthat agency.


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The ter! Ogi$tP is de&ned to include nearly anything

value. =owever, it does not include ite!s that clearly ar

such as pu"licly availa"le discounts and co!!ercial lo

does not include certain inconse1uential ite!s, such

donuts, greeting cards, and certi&cates.


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The $ollowing are a!ong the e#ceptions to these prohi"itions@

n an occasional "asis, e!ployees !ay give and accept ite!s aggregating

occasion, $ood and re$resh!ents shared in the o;ce, or personal hospitality at a

e#ception can "e used $or "irthdays and those holidays when gi$ts are traditiona

n in$re1uent occasions o$ personal signi&cance, such as !arriage, and onter!inate the superior/su"ordinate relationship, such as retire!ent, e!ployee

accept gi$ts appropriate to the occasion and they !ay !ae or solicit voluntary

no!inal value $or group gi$ts.


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%U*PART D 4 CON-LICTIN$ -INANCIALINTERE%T%

Su"part ? contains two provisions designed to deal with &nancial interests t

e!ployees% o;cial duties.

The &rst provision, entitled O?is1uali$ying &nancial interests,P prohi"its an

participating in an o;cial govern!ent capacity in a !atter in which he has a &nan

which his spouse, !inor child, e!ployer, or any one o$ several other speci&e&nancial interest. >or e#a!ple, an agency purchasing agent could not place an

co!puter so$tware with a co!pany owned "y his wi$e. The provision include

nonparticipation, which !ay involve selling or giving up the con-icting intere

statutory waiver that will per!it the e!ployee to continue to per$or! speci&c o;c


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The second provision, entitled Orohi"ited interests,P contains authority "y which agenprohi"it e!ployee $ro! ac1uiring or retainin&nancial interests.

!ployees re1uired "y Su"part ? to sell &nancia!ay "e eligi"le to de$er the ta# conse1uencedivestiture.


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%U*PART E 4 IMPARTIALITY IN PER-ORMIN$O--ICIAL DUTIE%

There !ay "e circu!stances other than those covered "yin which e!ployees should not per$or! o;cial duties avoid an appearance o$ loss o$ i!partiality. Su"part cdis1uali&cation provisions addressing those appearance i

The &rst provision, entitle Oersonal and "usiness rel

states that e!ployees should o"tain speci&c authorizaparticipating in certain 5overn!ent !atters where their is liely to "e 1uestioned. The !atters speci&cally covestandard include those@


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3nvolving speci&c parties, such as contracts, grants, or inthat are liely to aect the &nancial interests o$ !e!ployees% households4 or

3n which persons with who! e!ployees have speci&c are parties or represent parties. This would include, $

!atters involving recent e!ployers, e!ployers o$ spouschildren, or anyone with who! the e!ployees have"usiness or &nancial relationship.


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%U*PART - 4 %EE5IN$ OTHER EMPLOYM

Su"part > prohi"its an e!ployee $ro! participating in their o;cial

particular !atters that have a direct and predicta"le eect on

interests o$ person with who! they are Oseeing e!ploy!entP or wihave an arrange!ent concerning $uture e!ploy!ent.

The ter! Oseeing e!ploy!entP enco!passes actual e!ploy!en

as well as !ore preli!inary eorts to o"tain e!ploy!ent, such aunsolicited resu!e. 3t does not include@


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Sending an unsolicited resu!e, $or e#a!ple, to so!eone only a

e!ployee%s wor on general rule!aing4

e1uesting a 0o" application or re0ecting an unsolicited e!ploy!ent

e!ployee generally continues to "e Oseeing e!ploy!entP until the

the prospective e!ployer re0ects the possi"ility o$ e!ploy!ent and a

end. =owever, an e!ployee is no longer Oseeing e!ploy!entP with

o$ an unsolicited resu!e a$ter two !onths have passed with no respo


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%U*PART $ 4 MI%U%E O- PO%ITION

Su"part 5 contains $our provisions designed to ensure that e!ployee

their o;cial positions. These include@

A prohi"ition against e!ployees using pu"lic o;ce $or their own privat

private gain o$ $riends, relatives, or persons with who! they are a;li

5overn!ent capacity, or $or the endorse!ent or any product, service,

A prohi"ition against engaging in &nancial transactions using nonpu"l

or allowing the i!proper use o$ nonpu"lic in$or!ation to $urther private


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An a;r!ative duty to protect and conserve 5overn!e

and to use 5overn!ent property only $or authorized purp

A prohi"ition against using o;cial ti!e other than in

eort to per$or! o;cial duties and a prohi"itio

encouraging or re1uesting a su"ordinate to use o;c

per$or! unauthorized activities.


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%U*PART H 4 OUT%IDE ACTIVITIE%

Su"part = contains provisions governing e!ployees% involve!ent in outside act

outside e!ploy!ent. These provisions are in addition to the provisions set out

the regulation. The provisions in Su"part = include@

Synopses o$ statutes and a constitutional provision that !ay li!it certain outsid

A prohi"ition against engaging in outside activities that con-ict with e!ployees%

Authority "y which individual agencies !ay re1uire e!ployees to o"tain a

engaging in outside activities4An outside earned inco!e "an applica"le to cert

appointees and certain non/career e!ployees4


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C9C7JS39

The notion o$ e!ployee participation and involve!ent to $oster the g

"usiness organizations is one that is only a $ew decades old. Sceptics

$eared that such an approach would "e doo!ed to devolve into chao

"us driver who allows !ultiple passengers to steer si!ultaneously. =

when used eectively, e!ployee participation can lead to greater wo

satis$action, increased pro&ta"ility and $aster growth.

Documents

Emp Involvement and Participation