Organization Development and Change Chapter Fifteen Employee Involvement

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Organization Development and Change Chapter Fifteen: Employee Involvement Thomas G. Cummings Christopher G. Worley

Organization Development and Change Chapter Fifteen: Employee Involvement Thomas G. Cummings Christopher G. Worley Cummings & Worley, 7 e (c) 2001 South-Western College Publishing

Learning Objectives for Chapter Fifteen • To understand the principle characteristics of employee involvement

Learning Objectives for Chapter Fifteen • To understand the principle characteristics of employee involvement interventions • To understand the three predominant applications of employee involvement Cummings & Worley, 7 e (c) 2001 South-Western College Publishing 2

Employee Involvement • Power – Extent to which influence and authority are pushed down

Employee Involvement • Power – Extent to which influence and authority are pushed down into the organization • Information – Extent to which relevant information is shared with members • Knowledge and Skills – Extent to which members have relevant skills and knowledge and opportunities to gain them • Rewards – Extent to which opportunities for internal and external rewards are tied to effectiveness Cummings & Worley, 7 e (c) 2001 South-Western College Publishing 3

EI and Productivity Improved Communication and Coordination Employee Involvement Intervention Improved Motivation Improved Productivity

EI and Productivity Improved Communication and Coordination Employee Involvement Intervention Improved Motivation Improved Productivity Improved Capabilities Cummings & Worley, 7 e (c) 2001 South-Western College Publishing 4

Secondary Effects of EI on Productivity Employee Well-being and Satisfaction Employee Involvement Intervention Attraction

Secondary Effects of EI on Productivity Employee Well-being and Satisfaction Employee Involvement Intervention Attraction and Retention Productivity Cummings & Worley, 7 e (c) 2001 South-Western College Publishing 5

Employee Involvement Applications Cummings & Worley, 7 e (c) 2001 South-Western College Publishing 6

Employee Involvement Applications Cummings & Worley, 7 e (c) 2001 South-Western College Publishing 6

Parallel Structure Application Stages • Define the parallel structure’s purpose and scope • Form

Parallel Structure Application Stages • Define the parallel structure’s purpose and scope • Form a steering committee • Communicate with organization members • Form employee problem-solving groups • Address the problems and issues • Implement and evaluate the changes Cummings & Worley, 7 e (c) 2001 South-Western College Publishing 7

High Involvement Organization Features • Flat, lean organization • Extensive training structures programs •

High Involvement Organization Features • Flat, lean organization • Extensive training structures programs • Enriched work designs • Advanced reward systems • Open information systems • Participatively designed personnel • Sophisticated selection practices and career systems • Conducive physical layouts Cummings & Worley, 7 e (c) 2001 South-Western College Publishing 8

TQM Application Stages • Gain long-term senior management commitment • Train members in quality

TQM Application Stages • Gain long-term senior management commitment • Train members in quality methods • Start quality improvement projects • Measure progress • Rewarding accomplishment Cummings & Worley, 7 e (c) 2001 South-Western College Publishing 9

Deming’s Quality Guidelines • Create a constancy of purpose • Adopt a new philosophy

Deming’s Quality Guidelines • Create a constancy of purpose • Adopt a new philosophy • End lowest cost purchasing practices • Institute leadership • Eliminate empty slogans • Eliminate numerical quotas • Institute on-the-job training • Retrain vigorously • Drive out fear • Break down barriers between departments • Take action to accomplish transformation • Improve processes constantly and forever • Cease dependence on mass inspection • Remove barriers to pride in workmanship Cummings & Worley, 7 e (c) 2001 South-Western College Publishing 10

Deming’s Seven Deadly Sins • Lack of constancy of purpose • Emphasizing short-term profits

Deming’s Seven Deadly Sins • Lack of constancy of purpose • Emphasizing short-term profits and immediate dividends • Evaluation of performance, merit rating, or annual review • Mobility of top management • Running a company only on visible figures • Excessive medical costs • Excessive costs of warranty Cummings & Worley, 7 e (c) 2001 South-Western College Publishing 11

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