The paper 'Evaluation of Human Resource Management on Employee Involvement and Participation" is a perfect example of human resources coursework. Employee involvement refers to a range of processes designed to engage the support, understanding, commitment and contribution of employees in the decision-making process to attain the objectives of a firm. Employee involvement is thought to be more flexible and to result in a commonality of interests between employees and the management of the firm (Faulkner, 2002). Through employee involvement, the behavior and the culture of the organization are influenced and changed respectively (Lewis, 2007).
On the other hand, employee participation refers to a process of employee involvement that is designed to provide employees of a firm with opportunities to influence the decision-making process of the firm by exerting upward and countervailing pressure on the management (Gottlieb, 2007). Employee participation is related to the adversarial model of relation at the workplace. Employee participation can either be direct or indirect (Hennig-Thurau and Hansen, 2000). The continuum of employee participation consists of no involvement, reception of information, joint consultation, joint decision making or employee control.
Worker control is a characteristic of Marxists, collective bargaining and joint consultation is a characteristic of pluralists while unitarist is characterized by downward communications and employee involvement and participation is task-based. Worker control was witnessed in the 1960s to early 1980s. Collective bargaining and joint consultation have been in existence since the 1920s up to date. Employee involvement and task-based participation came into limelight from the early 1980s and is still being embraced up to date. This paper discusses the impact of employee involvement and participation on HRM practices. Employee involvement The influence of HRM in firms is seen through the linkage between employee involvement and performance (Newell & Grashina, 2003).
Management theorists argue that employee involvement is introduced in a firm for three main reasons: economic, moral, and behavioral reasons. Under employee involvement, performance is seen as a function of motivation, ability and opportunity (Burke, 2002). Thus, HRM is involved in the rigorous selection and better training programs to increase the ability levels of the newly recruited employees. To enhance motivation, comprehensive incentives are provided to employees. By complementing these two activities with participative structures, an opportunity to contribute to the attainment of the goals of the firm is improved (Faulkner, 2002).
Such HR practices which enhance ability, motivation, and opportunity results in expansion of employee potential in addition to increasing discretionary effort. It also results in improvement of the systemic response to the efforts of employees. Consequently, the performance of a company is improved and worker outcomes are improved (Mudie and Pirrie, 2006). Employee involvement consists of the team working, downward communication, team briefing, suggestion schemes, two-way communications, financial participation, and problem-solving groups (Baker & Campbell, 2003).
Engagement is also a characteristic of employee involvement, which requires that employees be able to understand, identify, and be committed to the organization’ s objectives (Gottlieb, 2007). Thus, HR professionals are compelled to manage engagement as a strategic issue instead of leaving engagement to manage itself (Howard, 2006). Employee involvement promotes cooperation and builds common interest in addition to resolving conflicts in the workplace (Miner, 2005). Furthermore, employee involvement ensures that inherent knowledge of the employees is utilized in improving the performance of the firm.
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