High-Involvement Management: Participative Strategies for Improving Organizational Performance

1987 ◽  
Vol 12 (3) ◽  
pp. 567
Author(s):  
Steven C. Ross ◽  
Daniel J. Koys ◽  
Edward E. Lawler
Keyword(s):  
Organizational Performance ◽  
High Involvement ◽  
High Involvement Management

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.

Family-Friendly, Equal-Opportunity, and High-Involvement Management in Britain

2009 ◽  
Author(s):  
Stephen Wood ◽  
Lilian M. de Menezes
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Equal Opportunity ◽  
Well Being ◽  
Policy Makers ◽  
High Involvement ◽  
Family Friendly ◽  
High Involvement Management

Family-friendly, equal-opportunity, and high-involvement initiatives have increasingly been at the forefront of discussions of human resource management since the 1990s. They are widely viewed by academics and policy makers as critical ways of simultaneously improving the well-being of workers and the efficiency of organizations. Moreover, they are often presented as related practices. This article first discusses how they are perceived to be related and the research thus far on their links to organizational performance. It then reports a study designed to test these associations.

scholarly journals High-Involvement Management, Economic Recession, Well-Being, and Organizational Performance

2016 ◽  
Vol 44 (8) ◽  
pp. 3070-3095 ◽  
Author(s):  
Stephen Wood ◽  
Chidiebere Ogbonnaya
Keyword(s):  
Job Satisfaction ◽  
Organizational Performance ◽  
Economic Performance ◽  
Economic Recession ◽  
Well Being ◽  
High Involvement ◽  
Role Involvement ◽  
Performance Effects ◽  
Organizational Involvement ◽  
High Involvement Management

High-involvement management was introduced as a means of overcoming economic crises, but it has been argued that the inevitability of cost-cutting measures when organizations face such crises would undermine its efficacy. This article first presents theories of why tensions may exist between high-involvement management and actions typically taken by management during recessions, such as wage and employment freezes. It then reports research aimed at testing whether the performance effects of high-involvement management were lower in organizations where management took such actions to combat the post-2008 recession, due to their adverse effects on employees’ job satisfaction and well-being—and even whether high-involvement management still had a performance premium after the recession. Using data from Britain’s Workplace Employment Relations Survey of 2011, the research shows that both dimensions of high-involvement management—role- and organizational-involvement management—continued to be positively associated with economic performance as the economy came out of recession. Recessionary actions were negatively related to both employee job satisfaction and well-being, while job satisfaction mediated the relationship between role-involvement management and economic performance, which is consistent with mutual-gains theory. However, recessionary action reduced the positive effect that role-involvement management had on job satisfaction and well-being and thus may have reduced its positive performance effects. In the case of organizational-involvement management, it reduced the level of job dissatisfaction and ill-being, suggesting that it may provide workers with more information and greater certainty about the future.

Review of High-Involvement Management.

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