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英国论文网:The effects of employee participation and i

The effects of employee participation and involvement schemes in organizations——A case study of small size enterprises in China
 
Introduction
Significant and complexity of employee participation and involvement schemes
英国论文网With the development of managerial techniques and less emphasis on cost advantage, it can be noted that there is increasing attention paid to the employee participation and involvement in the work organizations by management. In particular, the success of introduction direct participation in Japanese motor and electronics industries which improve quality and reduce costs led to the interest of management on employee participation and involvement (Sisson and Storey, 2000). They suggest that participation and involvement schemes are increasingly provided by management as a ‘new conventional wisdom’ to improve commitment and seek competitive advantage. It is widely acknowledged that employee participation and involvement can be a ‘win-win’ practice by providng employees with rights on the one hand and improving performance and commitment for management on the other hand (Sisson and Storey, 2000). And the significance of employee participation and involvement is not only admitted by western researcher in the field of human resource management, Chinese researchers begin to realize the importance of employee participation and involvement in the recent years although the relevant literature is really rare. Xie and He (2008) state that the adoption of employee participation and involvement meet the needs of management innovtion and organizational efficiency development within the Chinese organizations. 
Although employee participation and involvement is significant and effect is positive for organizations.However, some researchers also point out that, in practice, the particular employee participation and involvement schemes adopted by organizations is different, and the their effects are uneven (Sisson and Storey, 2000; Marchington, 2005). Sisson and Storey suggest that sometimes some employee participation schemes are not always durable, instead, sometime they are abandoned and rejected by management as the effects of employee participation and involvement is not obvious or even negative for organizations (Sisson and Storey, 2000). It means that employee participation and involvement is far more complex than we imagined. The evidences of variation of effects of employee participation and involvement schemes indicate that when examining the effects in organizations, they should be treated individually and we have to take many factors into consideration. For example, wave concept indicates that the effects of employee participation and involvement are various and usually depedent on their various forms of employee participation and involvement (Ackers et al.,1992; Marchington et al. 1992; Marchington et al. 1993).  Thus, in order to better understanding of effects of employee participation and involvement, what we need is examine the definition of employee participation and involvemen in literature and various forms and classification of employee participation and involvement schemes in practice firstly.


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