EMPLOYEE INVOLVEMENT Employee involvement is a broad term that has been variously

referred to as;
3 Reasons Why Employees Become Disengaged
1. Empowerment (certain degree of autonomy and
1) Lack of recognition and reward.
control in their day-to-day activities)
• Though most leaders admit that recognition on the job
2. Participative management (uses a consultation-like
is important, they also admit that they don’t regularly
approach)
acknowledge employees for their exceptional and
dedicated work. 3. Engagement (level of enthusiasm and dedication a
worker feels toward their job.)
• A wide array of employee engagement surveys have
been administered and have revealed the overall 4. Industrial democracy (involves workers making
dissatisfaction employees say they experience on the decisions, sharing responsibility and authority in the
job because they feel taken for granted. workplace.)

2) Lack of trust in leadership. 5. Quality of work life.(describes a person's broader

employment-related experience. )
• According to Gallup, when employees don't trust
organizational leadership, their chances of being Objectives of EI
engaged are only one in twelve.
• To make employee role important
• Employees who have lost confidence in management
• To increase productivity
have no real commitment to the organization. They
don’t protect the brand. They don’t defend • To satisfy the need of the employee
management’s decisions. They develop an “us-versus-
them” attitude • To strengthen the employees-Management
cooperation
• Exploitive authoritative systems
Features of EI
3) Lack of freedom in being able to do what they do best.
• Means emotional and mental involvement not only
• Employees want to do what they were hired to do. physical.
Managers who feel the need to manage over the
shoulders of their employees without giving them the • Employee involvement is done through the
opportunity to think for themselves and make their representatives of the employee
own decisions limit employees’ chances to perform at • Done in different level
their highest level.
Different levels of the employee involvement
• Managers often rob employees of their achievements
by trying to control how they do their jobs. - Low level of involvement = Informative level
- Middle level of involvement = Consultive level
• Micro Management - High level of involvement = Decision making level
“involve”
- the state, act or fact or being involved

Q: What for your is EI? What happens when EE are involved?

This chapter presents OD interventions aimed at moving

decision making downward in the organization, closer to
where the actual work takes place. This increased employee
involvement can lead to quicker, more responsive decisions,
continuous performance improvements, and greater
employee flexibility, commitment, and satisfaction.

What is Employee Involvement?

Employee involvement is the process of allowing employees to Importance of EI

give their opinion on decisions that affect their work.
 • Increase commitment
• Organizational peace
• Increase production
• Acceptance of change
• Ways of Self expression
• Motivation and Job Satisfaction
QWL (1950s)
EI (Employee Involvement) → EE (Employee Engagement)
Total quality management (TQM) is a more comprehensive
approach to employee involvement. Also known as
“continuous process improvement,” “continuous quality,”
“lean,” and “six-sigma,” TQM grew out of a manufacturing
emphasis on quality control
and represents a long-term effort to orient all of an
organization’s activities around the concept of quality.
Quality improvement processes were popular in the 1990s,
and many organizations, including Morton Salt, Weyerhaeuser,
Xerox, Boeing’s Airlift and Tanker Programs, Motorola, and
Analog Devices, incorporated TQM interventions. Today, a
continuous quality improvement
capability is essential for global competitiveness.
= Engagement, then, is the outcome of Employee Involvement.
= “Engaged employees are motivated, committed, and
interested in their work.”
OD Goal
Organization Development
a process that applies a broad range of behavioral science
knowledge and practices to help organizations build their
capacity to change and to achieve greater effectiveness in
terms of ff
• increased financial performance,
• increased customer satisfaction,
• and increased organization member engagement.
“Engaged employees are motivated, committed, and interested
in their work.”
Employee Engagement Defined
Key Metric : Engagement Measure
Four Key Elements
that promote work involvement
POWER
• Extent to which influence and authority are
pushed down into the organization
• Power means that employees have the power to make
decisions that are important to their performance and
to the quality of their working lives. Power can mean a
relatively low level of influence, as in providing input
into decisions made by others or it can mean having
final authority and accountability for decisions and
their outcomes. Involvement is maximized when the
highest possible level of power is pushed down to the
employees that have to carry out the decisions.
• Creating forums for employees to develop and share
ideas for improving firm performance can be effective,
but only when good ideas from employees actually get
used. For example, Arthur and Aiman-Smith describe
an employee suggestion system in a large
manufacturing plant in the Midwestern U.S. with a
unionized workforce of 1,500. The system was
successful in generating large numbers of useful
suggestions from the employees that saved the
company US$9M in its first four years. Implementation
was facilitated by a joint union management review
board that assessed each suggestion and either
accepted, declined, or asked for further investigation.
INFORMATION
• Extent to which relevant information is
shared with members
• Information means data, including information on the
quantity and quality of business unit output, costs,
revenues, profitability, and customer reactions. A
major challenge for managers developing a high-
involvement work system is to create an information
system that provides employees with data that is
 timely and relevant to their particular work process, • Extent to which opportunities for internal and
that they can influence personally by either expending external rewards are tied to effectiveness
or withholding effort, and that they can understand.
• The rewards component of the high-involvement
• The more transparent managers can make the firm’s equation means rewarding employees for expending
operations, the more effectively employees can discretionary effort to enhance organizational
contribute to the firm’s success. Transparency is performance. A key element in the high-involvement
important because it helps employees see the link equation, rewards for performance ensure that
between their actions and the performance of the employees use their power, information and
firm, thereby enhancing the cognitive aspect of knowledge for the good of the firm.
engagement. Hence, transparency is essential for
How EI affects productivity
employees to see what they are doing that is working
and what isn’t. As CEO Ricardo Semler says about his
800-person high- involvement manufacturing firm in
Brazil, “nothing matters more than those vital statistics
– short, frank, frequent reports on how the company is
doing”.

KNOWLEDGE & SKILLS

• Extent to which relevant skills, knowledge

and opportunities to gain them.

• Knowledge, or employee skills and abilities, can be

distinguished from information, which is the data
employees use to make decisions and take action.
Improving employees’ knowledge means a
commitment to training and development. The
training investments are essential in a high-
involvement organization because when employees
are making important workplace decisions, it is
important that they have the skills and abilities to
make the right decisions.
• New employees at General Motors’ Saturn plant
initially receive between 350 and 700 hours of initial
training; Saturn sets an organization-wide goal that all Parallel Structures
employees receive at least 92 hours of additional
training each year. On average, Saturn employees have
received 148 hours of training each year since 1991.
The reason Saturn relies so heavily on training is the
fact that the work process design relies heavily on the
use of employee skills and knowledge, “to build a small
car competitively in the United States, either costs
(wages) had to be lowered or organizational
productivity raised to make up the difference…The only
way to make up this difference would be to mobilize
the knowledge, skills, and commitment of the
workforce, and to design the work systems and
organization in ways that achieved higher quality and
productivity”.
REWARDS
3 MAJOR EI INTERVENTIONS
three major EI applications that vary in the amounts of power,
information, knowledge and skills, and rewards that are moved
downward through the organization (from least to most
involvement)
• The concept of parallel structures was introduced by
DaleZand in 1974 Parallel learning structures co exist
with the formal organizational structures.
• These structures are formed to solve the problems that
remain unresolved by the formal structures.
• The parallel structure is also known as the collateral
organization. The collateral organization consists of a
steering committee and several working groups who
study the organization and identify the changes to be
implemented.
• “Union-management cooperation is a term that has
been used to characterize cooperative activities
between unions and employers aimed at improving
organizational performance and reduce costs. The
expectation of cooperation is that both labor and
 management gain more from their relationship
through cooperation than they could achieve without
it."
Nature of Unions
2. Total Quality Management
• Total Quality Management is a management approach
that focuses on delivering products and services with
the highest quality to maximize customer satisfaction
and meet regulatory standards.

• Total quality management is an organization-wide

effort for continuous improvement. That improvement
can be defined as an employee’s ability to provide on-
demand products and services that are of value to
their customers.

Total Quality Management Principles

• Customer Focused: The definition of quality lies with

the customer, and all efforts to achieve success in the
organization lead to customer satisfaction.

• Total Employee Involvement: The effort is not isolated

Quality Circles to one department of an organization. To be successful
in its objective of customer satisfaction, there must be
a common goal for all aspects of business and for each
employee.

• Process Oriented: Process thinking is fundamental to

total quality management; the internal steps a
company takes directly result in the external output
delivered to the customers.

• Continual Improvement: The mantra for total quality

improvement is customer satisfaction, but that is not a
one-shot goal: the act of improving quality for the
customer is a process without an end.

• Fact-Based Decision Making: In order to know if an

• QC is a concept developed in Japan by Dr. Ishikawa in
the 1950s
• He believed in tapping creative potential of workers.
• Communications: It’s impossible to maintain a
• He developed QC to give Japanese industry that extra
edge in creativity
Definition of Quality Circle
organization is meeting its objectives, there must be
data on performance, and those metrics must be
collected and analyzed.
successful TQM approach without an effective
communication plan. Communication plans make sure
that every department is aware of what they and
others are responsible for, so they can coordinate
operations to achieve their common goal.

TQM Application Stages

William Edwards Deming Key Features of High-Involvement Organizations

(1930s)

“Father of Quality Management”

By the 1930s, Deming became intrigued by the idea of using

statistics to improve quality control. His focus was on
systematically collecting records of defects and then
investigating and correcting root causes to improve production
and eliminate future defects.

3. High Involvement Organizations

Challenging the structures and values of traditional

Relationship Between the Four Elements
organizations, locating the right mix of power, information,
rewards, and knowledge (also known as PIRK) at all levels,
encouraging employee commitment to the success of the
organization, and utilizing an employee-centered approach as
opposed to a control-oriented approach to management

HIGH INVOLVEMENT MANAGEMENT

▪ It is concerned with communication and engagement.

The aim is to create a climate in which a continuing
dialogue between managers and the members of their
teams takes place in order to define expectation and
share information on the organization’s mission, values
and objectives. High Involvement Organization Features

Dimensions of High-Involvement Management

These HIO design features are mutually reinforcing. “They all

send a message to people in the organization that says they
are important, respected, valued, capable of growing, and
trusted and that their understanding of and involvement in
the total organization is desirable and expected.” Moreover,
these design components tend to motivate and focus
organizational behavior in a strategic direction, and thus can
lead to superior effectiveness and competitive advantage,
particularly in contrast to more traditionally designed
organizations
WORK DESIGN
• refers to the “content and organisation of one’s work
tasks, activities, relationships and responsibilities”.
• The way our work is designed affects how we feel
about our job and can influence whether we feel
motivated, engaged, bored, or stressed at work.
• Work design can also impact an organisation’s
outcomes, with well-designed work contributing to
increased productivity, financial growth, and lower
rates of accidents and incidents.
1. The Engineering Approach
It proposes that the most efficient work designs can be
determined by clearly specifying the tasks to be performed,
the work methods to be used, and the work flow among
individuals. The engineering approach is based on the
pioneering work of Frederick Taylor, the father of scientific
management.
The engineering work approach produces 2 kinds of work
design: traditional jobs (work can be completed by one
person) and traditional work groups (work requires
coordination)
One of the earliest of these theorists was Frederick Winslow
Taylor. He started the Scientific Management movement, and
he and his associates were the first people to study the work
process scientifically. They studied how work was performed,
and they looked at how this affected worker productivity.
Taylor's philosophy focused on the belief that making people
work as hard as they could was not as efficient as optimizing
the way the work was done.
In 1909, Taylor published "The Principles of Scientific
Management." In this, he proposed that by optimizing and
simplifying jobs, productivity would increase. He also advanced
the idea that workers and managers needed to cooperate with
one another. This was very different from the way work was
A workflow is a system for managing repetitive processes and
typically done in businesses beforehand. A factory manager at
tasks which occur in a particular order.
that time had very little contact with the workers, and he left
them on their own to produce the necessary product. There
was no standardization, and a worker's main motivation was
often continued employment, so there was no incentive to
work as quickly or as efficiently as possible.
Taylor believed that all workers were motivated by money, so
he promoted the idea of "a fair day's pay for a fair day's work."
In other words, if a worker didn't achieve enough in a day, he
didn't deserve to be paid as much as another worker who was
highly productive.
With a background in mechanical engineering, Taylor was very
interested in efficiency. While advancing his career at a U.S.
steel manufacturer, he designed workplace experiments to
determine optimal performance levels. In one, he
experimented with shovel design until he had a design that
would allow workers to shovel for several hours straight. With
bricklayers, he experimented with the various motions
required and developed an efficient way to lay bricks. And he
applied the scientific method to study the optimal way to do
any type of workplace task. As such, he found that by
calculating the time needed for the various elements of a task,
he could develop the "best" way to complete that task.
These "time and motion" studies also led Taylor to conclude
that certain people could work more efficiently than others.
These were the people whom managers should seek to hire
where possible. Therefore, selecting the right people for the
job was another important part of workplace efficiency. Taking
what he learned from these workplace experiments, Taylor
developed four principles of scientific management. These
principles are also known simply as "Taylorism".
First, the engineering approach focuses on efficiency and
simplification, and results in traditional job and work-group
design
Traditional jobs involve relatively routine and repetitive forms
of work, where little interaction among people is needed to
produce a service or product.
Call center operators, data-entry positions, and product
support representatives are examples of this job design.
Traditional work groups are composed of members performing
routine yet interrelated tasks. Member interactions are
typically controlled by rigid work flows, supervisors, and
schedules, such as might be found on assembly lines
• Tasks to be performed
• The work methods to be used
• The work flow among individuals
The engineering approach remains an important work design
intervention because its immediate cost savings and efficiency
can be measured readily, and because it is well understood
and easily implemented and managed.

2. The Motivational Approach

The motivational approach to work design views the

effectiveness of organizational activities primarily as a function
of member needs and satisfaction, and seeks to improve
employee performance and satisfaction by enriching jobs.

The motivational method provides people with opportunities

for autonomy,responsibility and performance feedback.
The Enriched Jobs
The motivational approach usually is associated with the
research of Herzberg and of Hackman and Oldham.

Herzberg’s Two-factor Principles

Job Dissatisfaction and Job Satisfaction

Job Enlargement vs Job Enrichment vs Job Rotation

The motivational approach usually is associated with the
research of Herzberg and of Hackman and Oldham. Herzberg’s
two-factor theory of motivation proposed that certain
attributes of work, such as opportunities for advancement and
recognition, which he called motivators, help increase job
satisfaction.

Other attributes, which Herzberg called hygiene factors, such

as company policies, working conditions, pay, and

supervision, do not produce satisfaction but rather prevent

dissatisfaction—important contributors because only satisfied
workers are motivated to produce
Job enrichment is a management concept that involves
redesigning jobs so that they are more challenging to the
employees and have less repetitive work by increasing the
depth of a job, by expanding authority and responsibility for
planning, doing and controlling.
3. The Sociotechnical Systems (STS) Approach
The sociotechnical systems (STS) approach is currently the
most extensive body of scientific and applied work
underlying employee involvement and innovative work
designs. Its techniques and design principles derive from
extensive action research in both public and private
organizations across diverse national cultures. This section
reviews the conceptual foundations of the STS approach
 and then describes its most popular application: self-
managed work teams.
• Sociotechnical systems (STS) in organizational
development is an approach to complex organizational
work design that recognizes the interaction between
people and technology in workplaces.
• The term sociotechnical systems was coined by Eric
Trist, Ken Bamforth and Fred Emery
The Socio-technical approach
Work System Design
Emery (1959) used the term “joint optimization” to describe
the need for organizations to consider the social and technical
systems concurrently when changes are implemented.
Self-managed teams
• A self-managed team, also called a self-managing
team, is a group of employees within an organization
who share the responsibility of planning and executing
their work, without the supervision of a manager.
• Under this model, team members take ownership of
their workflow, processes, schedules, roles, and more.
Team members make commitments to each other, and
those commitments, rather than hierarchy, drive the
work.
• A group of individual individuals that can self-regulate
their behavior on relatively whole tasks
• Empowered to plan, control and implement their work
processes. Set goals, develop work schedule, prepare
budget, own responsibility for their performance.
• Team members have decision making power
• Members are usually trained to perform other team
members tasks.
PERFORMANCE MANAGEMENT
Performance Management Model
The identification, measurement, and management of
human performance in the organizations.
• Performance management is a set of processes and
systems aimed at developing employees, so they
perform their job to the best of their ability.
• The goal is to help employees build on skills that
enable them to perform better in their roles, reach
their potential, and boost their success while also
accomplishing the strategic goals of the organization.
• The performance management process is strategic and
systematic. It combines verbal and written
components, which take place throughout the year,
culminating in an annual performance appraisal. The
process involves the following:
• Establishing clear expectations,
• Setting individual objectives and goals that align with
team and organizational goals,
• Providing ongoing feedback, and
• Evaluating results.
Why is performance management important?
• Future-proofing your workforce’s skills
Establishing a continuous line of communication with
employees and monitoring their skills, learning, and
training developments helps uncover potential skills and
performance gaps in the organization.
• Increased employee engagement
It provides them with learning and development
opportunities, a clear career path in the organization, and
an understanding of their role’s impact on meeting
organizational goals. Plus, continuous performance
management helps employees feel valued and cared for,
making them more open to receiving constructive
feedback and working to improve.

• Higher employee retention

When an employee can see their progression at work and

clearly understands their career path and what they need
to do to earn a promotion, it leads to more engaged
employees who are likely to stay with your organization.

• Culture of feedback and trust The 5-Step MBO Process

Establishing a culture of communication, transparency, and (Peter Drucker)
trust begins with leadership and HR initiatives that will
trickle down to the rest of the organization. That includes
the nature of your performance management process and
a transparent performance management policy.

When managers are open and give honest, constructive

feedback to employees, this encourages employees also to
be open and honest, building mutual trust. It also fosters a
healthy overall company culture.

Effective Performance Management: Key Elements

Management by objectives (Process Flow)

4 Stages of Performance Management

Performance Management Model

Management by Objectives (MBO)

 • A performance appraisal is the periodic assessment of
an employee’s job performance as measured by the
competency expectations set out by the organization.

Performance Appraisal Methods

Competencies

Traditional Methods

• Ranking method

• Grading Method

• Essay Method

• Checklist Method

Modern Methods
DEVELOPING TALENT
• MBO
• Talent management is a constant process that involves
• 360 Degree Feedback attracting and retaining high-quality employees,
developing their skills, and continuously motivating
them to improve their performance.

-The primary purpose of talent management is to create a

motivated workforce who will stay with your company in the
long run.

• Talent development is a very individualized process

that helps the organization bring the workforce to the
highest level.

-With a careful blend of goal-setting, coaching, assessment,

training, and hiring, you can close skill gaps and turn your team
The combination of superior, peer, subordinate, into a high-performing powerhouse.
customers, and self review When you engage in talent development, you work with your
Types of Rewards existing team members to:

• Skills-based pay plans • Identify strengths. Each member of your team has
different strengths and weaknesses. Finding out what
• Performance-based these are early on can help you build the most
• Gain sharing effective talent development strategy for your team.

• Identify skills gaps. By identifying where everyone’s

competencies lie and knowing your current and future
needs, you can get a better understanding of what
skills gaps you may have to close.
 • Develop growth plans. This may involve identifying
learning opportunities through which team members
can upskill which allows them to do more and advance
further within your company.
• Set SMART goals. SMART goals are specific,
measurable, attainable, relevant, and time-bound. By
creating these goals for your team members, you can
help guide them toward important milestones in a
growth plan and create a sense of achievement and
pride as they make progress.
What are personalized talent development plans?
Personalized talent development plans look at:
• What skills a worker already has
• Support they may need in their current role
• Where they’d like to progress in their career
• Potential professional development opportunities
• Their professional interests
• Progress they make toward specific, measurable goals
• How the worker’s current and developing skills align
with team and company needs
Goal-setting
Recognition
-Together, these elements keep team members involved as
active high-performance participants in their own
development. And when team members are involved in the
talent development process, it can help to boost their
engagement in their work.
• Better customer relationships
As your team continues to gain new skills, they can offer better
products, solutions, and service to your customers.
• Smoother preparation for the future
-When you’re regularly working with your team members on
their career goals, achievements, and processes, you can begin
to develop a succession plan.
1. Coaching and Mentoring
Coaching - The focus is on meeting very specific objectives
within a set period of time. Coaching is mainly concerned with
performance and the development of certain skills
Mentoring seeks to build wisdom – the ability to apply skills,
knowledge and experience to new situations and processes

Ways talent development can impact your business

• Better team retention

-Workers have all reported that career progression is the

number one reason they’re likely to leave a job.

• Greater productivity

-When a team member is dissatisfied with the support or

growth opportunities at your company and leaves, a heavy
burden can fall on their colleagues. Someone has to handle
that former worker’s responsibilities. Until the position is
backfilled, the responsibility typically falls to other workers in a
similar role.

-Additionally, when a worker doesn’t feel they have the

support they need in their job, they may find certain processes
and tasks difficult or slow-going.

-Both of these scenarios result in reduced productivity and

longer lead times on completing work.

• Higher levels of team engagement

-Talent development initiatives aren’t just about deciding what

your team members’ paths forward look like and prescribing
them a solution. They’re a combination of:

Ongoing conversations
Career development is the process of learning and improving
your skills, knowledge, and motivation for your current or
future job.

• It may involve support from your organization, such as

coaching, mentoring, networking, and career pathing.
It also covers how you manage your life, work, and
education over your lifespan

Career Planning Mechanism

•
• involves helping employees attain career objectives

Career planning refers to the process of planning career

choices, establishing career objectives and deciding on
educational and developmental programs to improve the skills
required to achieve career objectives.
2.Management and Leadership Development Interventions
• It's an important part of individual's self-assessment.
5 reasons to invest in developing your leaders

Leadership and Management Development Framework

•
Leading Self – Leading others – Managing the Business
• concerned with individuals choosing jobs, occupations,
and organizations at each stage of their careers

Career Progression
Leadership Development Plan

Management and Leadership Development Interventions

Talent Management Framework Example