scholarly journals Does High Involvement Management Lead to Higher Pay?

2011 ◽  
Author(s):  
Petri Bockerman ◽  
Alex Bryson ◽  
Pekka Ilmakunnas
Keyword(s):  
High Involvement ◽  
High Involvement Management

Review of High-Involvement Management.

1989 ◽  
Vol 34 (5) ◽  
pp. 516-517
Author(s):  
Sheldon Zedeck
Keyword(s):  
High Involvement ◽  
High Involvement Management

scholarly journals High-involvement management practices, job control, and employee well-being in the public and private sectors. Evidence from Finland

2018 ◽  
Vol 24 (4) ◽  
pp. 467-486
Author(s):  
Laura Peutere ◽  
Antti Saloniemi ◽  
Simo Aho ◽  
Jouko Nätti ◽  
Tapio Nummi
Keyword(s):  
Job Satisfaction ◽  
Management Practices ◽  
Well Being ◽  
Job Control ◽  
Public And Private ◽  
High Involvement ◽  
Logistic Regression Models ◽  
The Public ◽  
High Level ◽  
High Involvement Management

The connection between high-involvement management (HIM), entailing heavy employee involvement, and employee well-being is a controversial and widely discussed topic. Clarifying how job satisfaction and stress are connected to HIM and job control (the control employees have over their work), this study is based on data from two Finnish sources: an employer survey investigating the extent of HIM within an organisation, and employee assessments of job control, stress and job satisfaction. Logistic regression models were used as the study method. In contrast to previous Finnish studies, our findings show that HIM seems hardly to benefit employee well-being. Especially in the public sector, the correlation between extensive HIM and employee well-being turned out to be negative. However, HIM in the private sector was positively related to job satisfaction. As expected, a high level of job control was regularly associated with greater well-being.

High involvement management and human resource line sustainability

2006 ◽  
Vol 7 (1) ◽  
pp. 279-286 ◽  
Author(s):  
Paul J. Gollan
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Current Evidence ◽  
High Involvement ◽  
Content Type ◽  
Major Factors ◽  
The Impact ◽  
Practical Implications ◽  
High Involvement Management

PurposeThis article will outline a number of issues for organizations to consider when pursuing sustainable high performance workplace outcomes through high involvement management (HIM) initiatives and identifies those outcomes, which reinforce corporate profitability and corporate survival, and those that satisfy employee aspirations and needs in the workplace.Design/methodology/approachA model is presented that highlights the major factors, influences and outcomes of human resource sustainability in organizations. The paper then advocates an integrated model of the HIM process, emphasising the influence of organizational culture and the impact of the external environment based on human resources capabilities and sustainable organizational outcomes.FindingsOverall, what can be drawn from the research is that high quality communication and consultation between management and employees at the workplace is essential in achieving HIM and improved organizational performance and sustainable outcomes for organizations and employees.Research limitations/implicationsImportantly, the current evidence suggests that there are a number of necessary conditions when implementing HIM processes and approach: the research suggests management should inform, train and equip shopfloor employees to make decisions at their workplace and share ownership in the process.Practical implicationsThe practical implications are that managers need to reassess the role and level of the HR function, specifically its role in persuading organizations to adopt practices that support a sustainable approach.Originality/valueOnly by acknowledging the importance of employee satisfaction and commitment through the development of integrated employee consultation, organizational change, work and life policies, workplace institutions and comprehensive career development programs, will the organization achieve greater efficiency, and productivity.

scholarly journals Does high involvement management improve worker wellbeing?

2012 ◽  
Vol 84 (2) ◽  
pp. 660-680 ◽  
Author(s):  
Petri Böckerman ◽  
Alex Bryson ◽  
Pekka Ilmakunnas
Keyword(s):  
High Involvement ◽  
High Involvement Management
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