Tag: Participation

Employee Involvement and Participation Examples in HRM
Employee Involvement and Participation Meaning, Definition, Advantages, Disadvantages, with Examples in HRM or HR (Human resource management); Employee involvement and employee participation are like two sides of a coin. The two are complementary and the existence of the one is dependent on the other. Employee participation is seen as an effective behavioral tool for managing the industrial relations system. It sees differently by different people. This is a joint consultation before decision-making.

Here is the article to explain, Employee Involvement and Employee Participation Examples in Human resource management (HRM or HR)!

People management is a complex part of enterprise management, the terms employee participation, and employee participation often use in this area. The main purpose of this examples essay is to determine that employee involvement and participation have positive outcomes for the organization. To determine this, it is first necessary to define its meaning in personnel management and also to know the difference between Involvement and participation and then examine where empowerment fits into this perspective to prove that this method is used for positive employees. The results of this relationship illustrate the literature review on corporate governance practices.

Management experts see it as an instrument to improve the overall efficiency of the company. For them, this means that employees allow participating in the decisions that affect them the most. It is a formal or informal system of communication and consultation in which employees inform about company affairs, express their views, and contribute to management decisions.

This gives employee representatives the right to criticize, make constructive suggestions, and find out about decision-making issues. In short, employee participation increases the ability of employees to influence decision-making through appropriate accountability.

What is meant by employee involvement in the organization’s human resource management?

Employees, the strongest pillar of the company, are the most valuable asset that contributes importantly to its success and prosperity. It is the organization’s operations not only motivate them but also enable them to contribute more effectively and efficiently. In addition, employee participation is a process of participation, communication, decision making that leads to workforce democracy and employee motivation. They define as employee commitment to organizational values and willingness to help each other to achieve organizational goals. The result should not only increase job satisfaction or motivation but also increase the efficiency of this organization.

In short, employee participation creates an environment in which people continually influence decisions and actions that affect their work. It is seen as an effective behavioral tool for managing the industrial relations system. It sees differently by different people. This is a joint consultation before decision-making. Management experts see it as an instrument to improve the overall efficiency of the company. For them, this means that employees allow participating in the decisions that affect them the most.

The goal is to gain control over the decision-making process in a company. The participation of workers crystallizes the concept of corporate democracy and shows the efforts of employers to form teams of workers who work to achieve a common goal. It is the mental and emotional engagement that encourages contributing to goals and sharing responsibilities with them.

Employee involvement is a formal or informal communication and consultation system through which employees inform about company affairs, express their views, and participate in management decisions. This gives employee representatives the right to criticize, make constructive suggestions, and find out about decision-making issues. In short, employee participation increases the ability of employees to influence decision-making through appropriate accountability.

What is meant by employee participation in the organization’s human resource management?

Participation management is an instrument for employee motivation. When subordinates involve in decision-making at all levels, it calls participation. According to New Storm and Davis, “Participation is the mental and emotional involvement of people in group situations that encourages them to contribute to group goals and share responsibility for them”.

It defines in such a way that it is an employee engagement process intended to allow employees to exert influence and, if necessary, to participate in decisions about matters that affect them.

According to the Chartered Institute of Personnel and Development (CIPD):

It is “a range of processes designed to engage the support, understanding and optimum contribution of all employees in an organization and their commitment to its objectives”.

By examining the basic concept of employee participation and some of the reasons employers use such a system, it can show that employee participation is an ongoing phenomenon (Marchington et al., 1993) and that criticism, although often justified, only emphasizes the need for better organizational goals and objectives. long-term and short-term business strategies.

Employee participation: On the way to the culture of the future;

Over the past decade, many companies have been attracted to various employee ownership programs as many commentators have campaigned for their benefit. As a result, employee participation, engagement, and empowerment became popular buzzwords in the 1990s. Participatory management systems such as quality circles, teamwork, and overall quality management do not always meet the expectations of management and employees and have been heavily criticized by some commentators.

The difference between employee involvement and employee participation;

In human resource management, the meanings of these two terms are quite different, even though they have the same meaning in vocabulary. In personnel management, they can define in such a way that employees involve in their interests. This is an individual and direct bond. Management takes the initiative with individual employees and commits to achieving certain common goals. It pursues the common similarities and interests between employees and management. Its main goal is employee empowerment and engagement. There are no hard and fast rules for increasing participation.

On the other hand, employee participation in HR management is different from participation and is a collective process. He tries to participate in all important activities in the company. It involves participation in something and is more or less often supported by rules and/or laws dealing with labor rights. For best effect in the future, employee participation and codetermination can implement at the same time.

Employees must engage and engage on behalf of the organization and individual employees. Then it becomes clear that there is a difference between employee participation and employee participation. The literature shows that worker participation is a pluralistic and collective approach. It aims to commits to corporate goals and relies on the maintenance of management controls.

What is the difference between Employee involvement vs employee participation?

Employee involvement and employee participation are like two sides of coin examples. The two are complementary and the existence of the one is dependent on the other. There is no important difference between the two terms. Participation is the act of sharing information and the importance of participating in the organization’s daily activities. The term participation use as an employee voice in the decision-making process and to describe different types of employee involvement in organizational affairs. Participate in any organizational setting where employees involve in aspects of the business that are not a specific type of employee engagement.

It requires participation, which includes information sharing, training, and a shared decision-making process, while traditional participatory management views participation as part of other organizational processes. It is a general term that covers all forms of influencing employees in the organization. They use to describe management-inspired initiatives aimed at gaining employee engagement within the framework of labor democracy practices that aim to strengthen the rights of employees to participate in management decisions. This leads to an increase in work ethic and the preservation of a potential workforce, which leads to lower levels of burnout.

Employee Involvement, Participation, Empowerment, and Authorization;

The concept of employee participation is not complete without having something to do with employee empowerment. There is no single or simple definition of empowerment other than empowerment which is seen as the latest development following the increase in employee participation. Empowerment is the next step in employee engagement when employees have the power to make decisions. Employee empowerment is a means of involving team members as business partners in the success or failure of a company. The real essence of this comes from the release of knowledge, experience, and motivational powers that already exist in people but widely use. In short, it can say that employee participation or involvement leads to employee empowerment in various management decision-making processes.

Advantages or Benefits of employee participation and involvement;

Participation and involvement in the company have the following advantages:
- Employee engagement means emotional and mental engagement, not just physical engagement.
- They engage through employee representatives.
- Employee participation can be formal or informal.
- Collective bargaining and employee participation are different.
- Workers’ participation occurs at various levels of government.
- Participation includes the mental and emotional involvement of employees.
- It shows teamwork among employees.
- This is a motivational technique.
- It can identify their own strengths and weaknesses.
- This is a ubiquitous feature.
- Employees become better off by being part of the decision-making process.
Employee participation can carry out in various ways, for example through participation at the board level, through work committees, and quality circles.

Disadvantages or Lack of employee participation and involvement;

There are the following disadvantages to business participation and involvement:
- It argue that employees need less information than managers in areas where they make different decisions.
- Managers and managers may think that they will fire because of their interests and interests in corporate governance.
- The rewards that motivate employees to share their ideas can be greater than the idea’s value.
- Some employees have limited ambitions and expectations. So, if you fully commit to a decision, you may be hesitant to change it.
- The next point is that not everyone has a strong desire for creativity and achievement; some have low expectations of their current or future situation.
- Participation and involvement take time and decision-making will be slow due to participation.
- Employee training or retraining can be expensive. Once attendance present to the staff, it will be difficult to withdraw from the staff.
Employee Involvement and Participation Examples in Human resource management (HRM or HR); Image by Werner Heiber from Pixabay.
July 24, 2021
What are the Participation and Organizational Change?
Organizational change is inevitable in a progressive culture. Modern organizations are highly dynamic, versatile, and adaptive to the multiplicity of changes. This article explains employee Participation and Organizational Change; According to Cambridge Dictionary; “A process in which a large company or organization changes its working methods or aims, for example, to develop and deal with new situations or markets”.

Explain are employee Participation and Organizational Change.

Organizational Change looks both at the process in which a company or any organization changes its operational methods, technologies, organizational structure, whole structure, or strategies, as well as what effects these changes have on it. As well as Organizational change usually happens in response to; or as a result of; external or internal pressures.

“Around 25 to 30 percent of the existing companies might force to stop operations in the country in the next 2 – 3 years. This trend is likely to take place because of the increasing change in the Indian economy which has moved from the regulated and protected regime towards a more open and competitive the regulated and protected regime towards a more open and competitive economy. In this changing perspective, only those who can compete and survive would emerge and take over the place of old ones.” Also learn, What are the Participation and Organizational Climate? employee Participation and Organizational Change.

Meaning of Organizational Change:

Employee participation and Organizational Change looks both at the process in which a company or any organization changes its operational methods, technologies, organizational structure, whole structure, or strategies, as well as what effects these changes have on it. Organizational change usually happens in response to – or as a result of – external or internal pressures.

It is all about reviewing and modifying structures – specifically management structures – and business processes. Small commercial enterprises need to adapt to survive against larger competitors – they also need to learn to thrive in that environment. Large rivals need to adapt rapidly when a smaller, innovative competitor comes onto the scene.

Definition of Organizational Change:

Company or organization going through a transformation. Organizational change occurs when business strategies or major sections of an organization are altered. Also known as reorganization, restructuring, and turnaround.

FACTORS IN ORGANIZATIONAL CHANGE:

Organizational changes are required to maintain equilibrium between various external and internal forces to achieve organizational goals. What are Factors in Organizational Change? Therefore various factors that may be important for necessitating organizational changes may be group into two categories: external and internal.
- EXTERNAL FACTORS.
- INTERNAL FACTORS, and.
- PLANNED CHANGE.
One of Newton’s laws is that “bodies in motion tend to stay in motion: bodies at rest”. There is an organizational version of this basic truth. Those who believe in growth and forward movement tend to be exemplars of change, while those who believe in “this is how we do things around here” lead to doom. Therefore, bringing change in the planned manner is the prime responsibility of all forward-looking managers.

The planned change aims to prepare the total organization, or a major portion of it, to adapt to significant changes in the organization’s goals and direction. Thomas and Bennis have defined planned change as follows: “Planned change is the deliberate design and implementation of a structural innovation, a new policy or goal or a change in operating philosophy, climate or style.”

TECHNOLOGY-RELATED CHANGES:

Technology refers to the total of knowledge providing ways to do things. It may include inventions and techniques which affect the way of doing things, this is designing, producing, and distributing products. Technology related changes may include:
- Changing problem – solving and decision-making procedures.
- Introduction of automated data processing devices like computers to facilitate managerial planning and control.
- Change in methods of production like the conversion of unit production to mass production.
- Thus any change in technology necessitates the change in all these factors.
TASK-RELATED CHANGES:

Technology – related changes determine the types of tasks that may require completing an operation. However what alternatives are chosen must consider the core job characteristics – skill variety, task identity, task significance, autonomy, and feedback from the job. Task-related changes must focus on:
- High internal work motivation.
- High quality work performance.
STRUCTURE-RELATED CHANGES:

Structural changes redefine the nature of relationships among various organizational positions and may include:
- Changing the number of hierarchical levels.
- Changing one form of organization to another form.
- The Changing span of management, and.
- A Changing line – staff and functional authority.
When structural changes are affecting, these may affect the formal reporting relationships, formal interaction patterns, and consequently informal relations.

PEOPLE-RELATED CHANGES:

Changes of any type as pointed out above require changes in people in an organization. These changes may be of two types – skills and behavior. The magnitude of these changes depends on the type of change. For example, if there is a change in technology says from manual to automated, it requires the different type of skills in the operators as compared to the previously used skills. Similarly, changes in behavior and the social-psychological factors determining behavior are requiring.

OBJECTIVES OF PLANNED CHANGE:

The planned change is needed to meet the overall objectives of the organization. Since there may be changes in the forces – both internal and external – affecting organizational functioning the organization has to make a suitable change to meet its objectives. Thus objectives for such change may be two-fold:
- Modification of the organization’s mode of adaptation to changes in its environment, and.
- Modification of structure, technology attitudes, values, and other behavioral constructs of people in the organization.
1. Environmental Adaptation:

The organization is an adaptive – coping system, it has to work in an environment that is marked by dynamic characteristics. Every organization tends to maintain balance and equilibrium. Because of changes in the environment, the organizational equilibrium is affecting. If the changes are minor and come within the preview of existing programmers, the organization will accommodate them automatically.

However, if the changes cannot adapt to the existing framework, the organizational equilibrium will imbalance and organizational effectiveness is adversely affected. IN this case, the organization requires some innovation. This innovation is in the form of various changes that the organization has to incorporate. Simply because of this reason, every organization has an adaptive subsystem, such as the research and development department, marketing research department, and so on.

2. Individual Adaption:

The second objective of the planned change is to achieve individual adaptation. The organization cannot reach the objective of its environmental adaptation unless some basic internal adaptation is achieving. These internal factors may-be individuals, organization structure, technology, and task. Individuals are the first in this contact.

For organizational effectiveness, people have to change themselves so that they can cope with the requirement of change circumstances. Such changes may require in their attitudes, communication system, the way of behaving, leadership and work styles, and other relevant organizational behavior. Such changes must make according to the need for a new situation.

3. Structural Adaption:

Organizational structure is the pattern of relationships among various positions and various position holders. Structural adaptation involves changing the internal structure of the organization. This change may be in the whole set of relationships, work assignments, and authority structures. Changes in organizational structure are requiring because old relationships and interactions no longer remain valid and useful in the change circumstances.

4. Technological Adaptation:

The impact of recent technological development has forced the organization to take into account the role of technology in organizational success. To cope with the changing environment which may include technological factors as well, the organization has to incorporate new technology. Thus this technological adaptation forces directly the organization to change its task.

5. Task Adaptation:

Technological changes may bring many types of changes in an organizational task. Task forces on the job performed by the individuals in the organization. Since there may be many new types of jobs, the existing job performing techniques may not be suitable. Moreover, there may be a new job load because of job enlargement. In such a case, a new equilibrium has to found out which matches people with jobs. In this matching process, there may be several problems that must encounter by the plan change.

What are the Participation and Organizational Change? Image #Pixabay.

Reference:

1. Meaning – //marketbusinessnews.com/financial-glossary/organizational-change-definition-meaning/
2. Definition – //www.businessdictionary.com/definition/organization-change.html
3. Photo Credit URL – //www.paycom.com/blog/wp-content/uploads/2013/08/raising-hands.jpg
February 19, 2018
What are the Participation and Organizational Climate?
Participation and Organizational Climate; Participation is based on the democratic value of organizational life. The basic feature of democracy as applying to organizational life can see by quoting Bennis. He observes that democracy is not permissive or laissez-faire, but the system of values – a climate of beliefs governing behavior – which people are internally compelled to affirm by deeds as well as words.

Explain are the Participation and Organizational Climate!

Learn, the Participation and Organizational Climate! These values include:
- Full and free communication, regardless of rank and power.
- A reliance on consensus rather than on the more customary forms of coercion of compromise, to manage conflict.
- The idea that influence is based on technical competence and knowledge than on the vagaries of personal whims or prerogative of power.
- An atmosphere that permits and even encourages emotional expressions as well as task-oriented acts, and.
- A basic human bias, one which accepts the inevitability of conflict between the organization and individual but which is willing to cope with and mediate in this conflict on rational grounds.
Such values involve participative management in the organization which incorporates getting things done through other people by creating a situation in which subordinates may developmental and emotional involvement in a group situation which encourages them to contribute to group goals and shares the responsibility in them. There are important ideas in this concept of participation. Mental and emotional involvement, acceptance of responsibility and motivation to contribute.

To summarise, we can say that there are three important ideas in this concept of participation:

Mental and Emotional Involvement:

The basic feature of the participative system is that there should mental and emotional involvement of the employees in the administration of the organization. This involvement is psychological rather than physical. A person who participates is ego involve rather than mere task involves. If there is no psychological involvement of the employees, the participation is no participation but just a manipulation. In such a situation, the manager tries to make people think that they are participating and having an influence, while in reality, they are not.

Acceptance of Responsibility:

A second important characteristic of participation is that people are encouraged to accept responsibility. Since people are mentally and emotionally involving in decision making, they have to undertake responsibilities also. Thus, they become both decision makers and executors.

This is a social process by which people become involving in an organization and want it to work successfully. When people want to do something, they will find a way. Under participative conditions, people perceive managers as supportive contributors to the team. Employees are ready to work actively with managers, rather reactively against them.

Motivation to contribute:

The third feature of participation is that it motivates persons to contribute to the situation. They are given opportunities to release their win resources of initiative and creativity towards the objectives of the organization. Thus, it is different from consent in that the latter process only confirms what has already decided. A consenter does not contribute to decision – making rather he merely approves. Participation uses the creativity of all persons thereby all of them contributes something in decision making.

What are the Participation and Organizational Climate?

Developing a Sound Organizational Climate:

To develop a sound organizational climate is a long term proposition. The organizational climate depends upon the organizational behavior system. The organizational climate should represent the goals and philosophies of those who join together to create the organization. The type of climate that an organization seeks is contingent upon the type of people it has, the type of technology, level of education and expect actions of people in it.

The following techniques are generally helpful in improving the climate of the organization:

Effective Communication System:

There should be two-way communication in the organization so that the employees know what is going on and react to it. The manager can modify his decision on the basis of feedback received.

Concern for People:

The management should interest in human resource development. It should work for the welfare of employees and an improvement in their working conditions. For developing a sound organizational climate, the management should have show concern for the people.

Participative Decision Making:

The management should involve the employees in the decision-making process, particularly those decisions which are related to goal setting and affect them. Participative decision making will make the employees committed to the organization and more cooperative also.

Change in Policies, Procedures, and Rules:

The organizational climate can also change by making changes in the policies, procedures, and rules. It is a time-consuming process but the changes will also be long-lasting if the workers see the changes in policies, procedures, and rules as favorable to them.

Technological Changes:

Generally, workers and employees resist any innovative changes. But where technological changes improve the working conditions of the employees, the change will be easily accepted. The better climate will be there if the management adopts innovative changes in consultation with the employees.

But all the above factors are contingent upon the assumptions of the nature of people in general. For example, the ECONOMIC MAN is basically motivated by money and economic security and hence, economic factors may be used to attract and motivate him. For a SOCIAL MAN, positive social relations and interactions are a must. Thus, the creation of a climate where a happy family atmosphere prevails is appropriate for him. The self-actuating man seeks achievement, accomplishment, and meaning in what he does. The organizational climate with a certain degree of freedom is appropriate for him.

Thus, in order to build up a sound organizational climate, management must understand the people in the organization. The importance must be given to what motivates people’s performance in general and building an overall climate conducive to motivation, a keen insight into the individual in particular and tailoring a personal approach to leadership and job design to which the man will respond with commitment. The different types of people suggest that there cannot be any all-purpose organizational climate.

Reference

1. Participation and Organizational Climate – yourarticlelibrary.com/organization/organisational-climate and livinfo.blogspot.in/2012/10/participation-and-organisational-climate.html
2. Photo Credit URL – //npis.com/wp-content/uploads/2017/01/helping-hands-bg.png
February 17, 2018