Running head: EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 1
EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 8
Employee Involvement Within an Organization
Millicent Prescott
Mulugeta Dessie
Strayer University
Leadership and Organizational
February 8, 2017
Outline
Thesis: Every organization aims at creating a progressive work environment based on trust, collaboration, teamwork, creative problem solving, and outstanding customer service. To achieve this, there is need for the leadership faculty to invest and understand the organization’s most valuable asset, the employees. Quality within an organization starts with an empowered and involved workforce.
I. Introduction
A. Employee involvement reflects the direct participation of employees in a bid to fulfill both the mission and objectives of the organization, and also help in decision-making and problem-solving processes.
II. Discussion
A. Drivers of employee involvement
i. Empowering employees, aligning employee efforts with organizational strategies, Supporting and recognizing employees, helping employees in their growth and development, Promoting collaboration and teamwork within the employees.
B. Relationship between employee involvement and organizational performance
i. There exists a positive relationship between involvement and organizational performance.
ii. Employee involvement ensures profitability, productivity, consumer safety and loyalty, and employee retention.
C. Employee involvement strategies
i. Employee involvement starts from the management level.
ii. The strategies may include enhance communication in the workplace, providing with advancement and development opportunities, providing the employees with adequate training and whatever they need to accomplish their tasks, motivating them through incentives and establishing a solid feedback system.
III. Conclusion
Active participation works to the benefit of both the employees and the entire organization. Employee involvement provides with a myriad of positive outcomes to the organization and for employees. To that end, organizations should ensure their employees always participate in decision-making processes, have adequate training, and ensure the presence of incentives in order to ensure employee participation.
Main Paper
Introduction
In the history of businesses and organizations, contemporary managers have agreed that of all times, this century demands more productivity and enhanced efficiency (Markos et al. 2010). It clear that every business is aiming at improving its performance, though managers are constantly dealing with numerous challenges just to keep their businesses ahead of competition. The need to improve productivity within organizations has prompted to these managers employing management tools, as suggested by scholars and researchers. Some of these tools include the Total Quality Management tool and the Process Re-Engineering tool (Markos et al. 2010). These tools, primarily focusing on process and operatio ...
Running head EMPLOYEE INVOLVEMENT IN AN ORGANIZATION1EMPLOYEE .docx
1. Running head: EMPLOYEE INVOLVEMENT IN AN
ORGANIZATION 1
EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 8
Employee Involvement Within an Organization
Millicent Prescott
Mulugeta Dessie
Strayer University
Leadership and Organizational
February 8, 2017
Outline
Thesis: Every organization aims at creating a progressive work
environment based on trust, collaboration, teamwork, creative
problem solving, and outstanding customer service. To achieve
this, there is need for the leadership faculty to invest and
understand the organization’s most valuable asset, the
employees. Quality within an organization starts with an
empowered and involved workforce.
I. Introduction
2. A. Employee involvement reflects the direct participation of
employees in a bid to fulfill both the mission and objectives of
the organization, and also help in decision-making and problem-
solving processes.
II. Discussion
A. Drivers of employee involvement
i. Empowering employees, aligning employee efforts with
organizational strategies, Supporting and recognizing
employees, helping employees in their growth and development,
Promoting collaboration and teamwork within the employees.
B. Relationship between employee involvement and
organizational performance
i. There exists a positive relationship between involvement and
organizational performance.
ii. Employee involvement ensures profitability, productivity,
consumer safety and loyalty, and employee retention.
C. Employee involvement strategies
i. Employee involvement starts from the management level.
ii. The strategies may include enhance communication in the
workplace, providing with advancement and development
opportunities, providing the employees with adequate training
and whatever they need to accomplish their tasks, motivating
them through incentives and establishing a solid feedback
system.
III. Conclusion
Active participation works to the benefit of both the employees
and the entire organization. Employee involvement provides
with a myriad of positive outcomes to the organization and for
employees. To that end, organizations should ensure their
employees always participate in decision-making processes,
have adequate training, and ensure the presence of incentives in
order to ensure employee participation.
Main Paper
Introduction
In the history of businesses and organizations, contemporary
managers have agreed that of all times, this century demands
3. more productivity and enhanced efficiency (Markos et al. 2010).
It clear that every business is aiming at improving its
performance, though managers are constantly dealing with
numerous challenges just to keep their businesses ahead of
competition. The need to improve productivity within
organizations has prompted to these managers employing
management tools, as suggested by scholars and researchers.
Some of these tools include the Total Quality Management tool
and the Process Re-Engineering tool (Markos et al. 2010).
These tools, primarily focusing on process and operational
improvement, have enhanced organizational performance and
management efforts. These tools aid in planning, controlling
and executing the desired changes within an organization, in an
aim to improve operational overall quality.
Recent advances in technology have improved operational
techniques as they have created the need for a more
sophisticated workforce, one equipped with professional and
technical skills. This fact has led to the realization that the most
fundamental assets of any organization is the employee
workforce. To that end, these managers have come to the
realization that the most effective and productive workforce
starts with involved and engaged employees. Thus, employers
and management faculties are implementing initiatives which
aim at improving employee involvement, in a bid to improve the
overall organizational performance. This paper reflects on the
basic concepts related to employee engagement.
Drivers of Employee Involvement
Research has proved that committed employees have the
tendency of performing better (Robinson et al. 2007). It is
essentially acceptable that employee engagement is a better
version of employee commitment. To that end, it is well in any
organization’s interest to have a clear comprehension of the
various involvement drivers, if they plan on enhancing their
performance. On the surface, there have been various drivers
that have been put forward in the context of employee
involvement. They include involving the employee in decision-
4. making. Again, the ability of employees to voice their concerns,
the management providing them with their attention and
ensuring that they consider their contributions is another driver
of involvement (Robinson et al. 2007). Providing these
employees with an opportunity to grow and develop their job
descriptions and organizational involvement on employee well-
being and their health are other drivers of employee
involvement (Robinson et al. 2007).
Adding to the aforementioned drivers of involvement, the
underlying drivers of involvement include integrity, employee
voice, manager engagement and leadership. These are the broad
enablers which are fundamental, if an organization aims at
gaining employee involvement. A strong leadership ensures that
there is clear and concise understanding of organizational
visions within its employees, enhancing employee involvement.
This will ensure that employees have a clear comprehension of
not only the underlying goals and aims of the organization, but
also the roles they play and contribute towards achieving the
goals (Reese et al. 2013).
Engaging managers clarifies the expectations of individual staff
members, which includes training and stretching appreciation to
the employee staff (Reese et al. 2013). This is achieved by
treating every person in the workplace as individuals, treating
them with utmost respect and showing concerns for their well-
being (Reese et al. 2013). Engaging managers with also ensure
that they know that they play a vital role in ensuring that the
operations of the organization are effective and efficient.
Effective employee voice is another driver of involvement. This
means that employees are empowered to voice their concerns,
and their viewpoints are taken into consideration and count in
making differences. The management should have a solid sense
of listening that ensures that employees are encouraged to
challenge and speak out where the need arises (Reese et al.
2013). This enhances effective communication within the chain
of command.
The Relationship between Employee Involvement and
5. Organizational Performance
It is the aim of every organization to enhance its performance
by providing its workers with opportunities to growth and to
learn (Markos et al. 2010). It is clear that for an organization to
perform well in the organizational level, it is important to
enhance its individual performance first. Worker involvement,
as mentioned earlier, reflects the need for an organization to
treat each employee as individuals and ensuring that each
employee is concerned with working towards achieving the
goals and objectives of the organization (Markos et al. 2010).
An organization requires every employee’s contribution, and in
turn, it should show appreciation. There are three levels of
employee involvement which are related to organizational
performance. For starters, there is increased collaboration in the
workplace, which leads to reduced events of clashes in among
the employees. Collaboration ensures that there is faith within
the workforce, reducing cases of disagreements and employee
clashes (Markos et al. 2010). Secondly, involvement influences
how disputes are addressed in the workplace. Lastly, employee
involvement influences the perception of the decisions made by
the management. When employees are engaged in the decision-
making process, the resulting decisions may be perceived with
greater legality among these employees (Markos et al. 2010).
Employee Involvement Strategies
There are numerous factors that should be considered by
managers if they look to involve their employees and enhance
the overall organizational performance. They include enhancing
communication, providing with advancement and development
opportunities, providing the employees with adequate training
and whatever they need to accomplish their tasks, motivating
them through incentives and establishing a solid feedback
system. Here, managers are advised to establish and promote a
two-way communication system that will ensure sharing of
power and participation of employees in making organizational
decisions. Again, managers should encourage creative thinking,
providing their employees with the freedom of choosing how
6. they deliver their job requirements. Managers are also tasked
with the responsibility of ensuring that there is a solid feedback
system which reclaims the different factors that affect
employees making the employees more involved. Training
employees will increase their knowledge and skills, enhancing
their confidence in delivering the required results. Lastly,
ensuring that there are adequate resources for the employees
will ensure that these employees complete their delegated tasks
effectively.
References
Markos, S., & Sridevi, M. S. (2010). Employee engagement:
The key to improving performance. International Journal of
Business and Management, 5(12), 89-96.
Rees, C., Alfes, K., & Gatenby, M. (2013). Employee voice and
engagement: connections and consequences. The International
Journal of Human Resource Management, 24(14), 2780-2798.
Robinson, D., & Hayday, S. (2007). Employee engagement. ES
Opinion: Institute for Employment Studies.