REVIEW OF LITERATURE:

(Matthew J. Grawitch, 2009)Managers and organizational leaders are continuously

looking for ways to position their organizations for success. A recent trend among
practitioners has focused on creating a healthy workplace, resulting in numerous
contrasting prescriptive approaches toward achieving organizational health. Rather
than advocating a particular approach to a healthy workplace, this article focuses on
the need for practitioners to design healthy workplace programs, policies, and
practices that fit the specific context of an organization. To do this, the authors
propose that employee involvement, though seldom emphasized in discussions of a
healthy workplace, is critical to the success of new initiatives. Employee involvement
relies on the human capital of an organization to improve organizational functioning.
Providing examples from organizations that have recently been recognized for their
comprehensive efforts to create a healthy workplace, this article describes ways of
fostering employee involvement, recognizing that all organizations, for-profit and not-
for-profit, large and small, can use employee involvement to identify high-leverage
practices that will have a mutual benefit for employees and organizations. Four major
barriers to implementing employee involvement practices are discussed, along with
implications for consulting psychology.

(Abraham Carmel, 2010)This study examines how inclusive leadership (manifested by

openness, accessibility, and availability of a leader) fosters employee creativity in the
workplace. Using a sample of one hundred and fifty employees, we investigated the
relationship between inclusive leadership (measured at Time 1), psychological safety
and employee involvement in creative work tasks (measured at Time 2). The results of
structural equation modeling (SEM) analysis indicate that inclusive leadership is
positively related to psychological safety, which, in turn, engenders employee
involvement in creative work.
(David E. Morgan and Eachid Zeffane, 2003) Trust is an important concept in .social
science research as a key factor in organizational success and human resource
practice. Few models of organizational change encompass the role of trust in the
process of change. Further, little empirical research has focused on the potential
effects of change strategies on employee trust in management. To address this gap.
this paper explores the effect that different types of change strategies may have on
employee trust in management. More specifically, it examines the effect of several
types of major oi;ganizational change - technological, structural and work role - and
types of employee involvement. Using data from the most recent Australian
Workplace Industrial Relations Survey, covering over 2,000 workplaces and over
19.000 employees, statistical analysis reveals significant negative effects of change on
trust. However, the effects vary by type of change and employee involvement.
Structural reorganization is particularly corrosive of trust in management. However,
given the imperative of change for organizational success, the key question for
management is: how can change be managed to minimize its corrosive effects? The
analysis also indicates a central role for senior management in the process of change
in Australian workplaces. In particular, the results for human resource management
suggest an important role for direct consultation between employees and higher
management (i.e. above the workplace level) in major change processes

(Citation, 1993)Employee Involvement" defines, describes, and explains how

businesses can improve their performance by cultivating employee interest and
dedication. Cotton reviews the history, empirical research, and presents the case for
greater employee participation in the workplace. Next, he surveys the variety of
employee participation programs . . . with special attention to implementation and the
pros and cons of each method. Drawing from organizational behavior, human resource
management, and industrial relations, this . . . volume makes an outstanding
contribution to the field by comprehensively addressing the wide range of employee
participation methods, and consistently referencing what really works in the real world
(sonny.s, 2003)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.

(robert.d, 2011)Participatory work practices, like teams, quality circles and joint
consultative committees (JCCs) can, but do not necessarily, decentralize decision
making and increase worker autonomy. We use broad, cross-sectional establishment
data from the European Union and three Commonwealth countries to measure the
extent of decision making by workers across these countries, and to analyse how this
measure varies with the use of participatory practices. Within Europe, workers in
Sweden, Germany, France, the Netherlands and Ireland are most likely to be given the
authority to make decisions. In Spain, Portugal and Italy, decentralized decision
making is more unusual. While decision making is generally higher in establishments
with teams, JCCs and quality circles, this result does not hold across all countries.
Even where the relationships are significant, use of participatory practices explains a
surprisingly small amount of the overall variation in decision making

(Alexander J.S. Colvin, 2005)This paper examines the relationship between employee
involvement programs and workplace dispute resolution using data from the
Workplace and Employee Survey (WES) conducted by Statistics Canada. The results
provide support for a link between employee involvement and lower grievance rates in
unionized workplaces. This link existed for establishments in both the goods and
service sectors, but the practices involved differed between industrial sectors. By
contrast, in nonunion workplaces, results of the analysis provided support for a link
between the adoption of employee involvement programs and formal grievance
procedures, but not between employee involvement and lower grievance rates.
(casey.b, 2016)As many millennial students are transitioning from the role of student to
full-time members of the hospitality workforce, they already have preconceived
notions of what to expect from their jobs. In this study, students in a senior level
course in hospitality management who had work experience expressed their opinions
regarding transformational leadership and employee involvement. The results indicate
that transformational leadership has a significant influence on some aspects of
employee involvement in the workplace. Employers hoping to achieve more employee
involvement in the workplace from the millennial generation should utilize certain
transformational leadership behaviors in order to achieve an increase in employee
involvement.

(michelle borener, 2008)Organizational change efforts can bring about a range of

outcomes: some intended, such as organizational survival and profitability, and some
unintended, such as heightened levels of organizational change cynicism (OCC)
among employees. This article focuses on processes for managing OCC: we examine
the role of information sharing and involvement in decision making as ways to lessen
employee reports of OCC. While both of these strategies have the potential to be
effective, they rest on a significant assumption—namely, that employees will
enthusiastically embrace any opportunities to become involved. In this research, we
investigate this assumption through an analysis of the relationship between an
employee's willingness to become involved (”active orientation”) on employee reports
of their OCC. We find, using data from 1,214 public-sector employees, that an active
orientation toward involvement plays a significant role as a moderator in reducing
employee reports of OCC. The findings suggest that HR practitioners concerned about
OCC should encourage their line managers to adopt a participatory style of
management (information sharing, involvement in decision making), especially in
those workplaces where employees are more likely to embrace the opportunities for
involvement.
(roberto fergo, 2020)The article aims to bridge divides between political theory and
management and organization studies in theorizing workplace democracy. To achieve
this aim, the article begins by introducing a new definition of democracy which, it is
contended, is better suited than mainstream accounts to highlight the democratizing
potential of employee involvement. It then defines employee involvement as an
offshoot of early twentieth-century humanistic psychologies, from which it inherits an
emancipatory ambition. In a third step, the article presents employee involvement as a
set of organizational practices liable to transform dominant patterns of authority and
social interaction in the workplace. The article concludes by contending that, apart
from representation/participation and the employee’s voice, employee involvement
must be considered the third necessary pillar of workplace democracy, endowed with
distinctive normative features that neither representation/participation nor voices can
aptly capture.

(raymond market, 2013)Employee involvement and participation have been at the heart
of industrial relations since its inception, although much of the contemporary
terminology has moved away from ‘industrial democracy’ employed by the Webbs in
1898. The labels and terms for employee involvement and participation have
expanded and varied over time, reflecting different disciplinary bases (industrial
relations, human resource management, psychology and political science), changing
socio-economic contexts, competing goals between management, labour and
government, and a variety of practices. This complexity has become problematical
because not all terms are equivalent in their meanings and their different parameters
are not always clearly defined. We attempt to provide some clarity by defining
‘employee voice’ or ‘participation’ as umbrella terms denoting a wide range of
practices. The article also clearly delineates direct and representative approaches to
employee participation, and their interrelationship. Two critical contemporary issues
are the role of the state and the link between participation and organisational
performance. The article concludes that the sphere of employee involvement and
participation is likely to remain contested, but that its strategic viability is enhanced
when linked with employee well-being as well as performance. Successful state
intervention requires public policy integration and dialogue between government,
employers and employee representatives.

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