TERM PAPER

TITLE: EMPLOYEE PARTICIPATION

COURCE INSTRUCTOR: Mrs. Devdhar Shetty,

COURSE CODE-MGT-512, Management Practices and Organization Behavior

DATE OF ALLOTMENT:

DATE OF SUBMISSION: 10/12/2009

STUDENT’S ROLL NO: B37, REG.NO: 10906100

SECTION NO: RS 1901.

DECLARATION

I hereby declare that this assignment is my individual work. I have not copied from
any other student’s work or from any other source except where due
acknowledgment is made explicitly in the text, nor has any part been written for
me by another person.

Evaluator’s comments: Student name and signature:

MOHIT RANJAN

MARKS OBTAINED: OUT OF:

ABSTRACT:
This term paper attempts to illustrate the effectiveness and importance of EMPLOYEE
PARTICIPATION. The paper begins with an overview of EMPLOYEE PARTICIPATION.
Next, on the basis of this overview and different article, a discussion is offered as to how
management can utilize skills based on EMPLOYEE PARTICIPATION in order to maximize
the efficiency of the team. The discussion in this term paper also covers strategies that can be
implemented to EMPLOYEE PARTICIPATION into management's daily routine.

Finally, we can say that this discussion is provided as to why EMPLOYEE PARTICIPATION is
so important for the success of the team and the larger organization in today era.

ACKNOWLEDGMENT
Firstly, I would like to express my extreme and heart gratitude to my teacher, Mrs. Devdhar
Shetty, who give me this most interesting topic for term paper, as well as for all his assistance
and support me to producing this work. I would also like to thanks to Miss Tannu bhadwar for
her support to make my term paper.

I would like to thank the department of library of my LPU who

provide me the useful book on the basis of which I try to make my term paper effective.
I would also like to thank my parents for ... well ... just about everything.
CONTENTS

1. INTRODUCTION
2. SKILLS REQUIRED FOR EMPLOYEE PARTICIPATION
3. WHY THERE IS REQUIREMENTS OF EMPLOYEE PARTICIPATION
4. SUCCESS OF PARTICILPATIV MANAGEMENT
5. BENEFITS OF EMPLOYEE PARTICIPATION
6. COMPETENCY STANDARDS FOR EMPLOYEE PARTICIPATION
EDUCATION
7. SPECIFIC EMPLOYEE PARTICIPATION STANDARDS
8. EMPLOYEE PARTICIPATION (AS AN ETHICAL IMPERATIVE)
9. THE IMPACT OF EMPLOYEE PARTICIPATION ON CUSTOMER
SERVICE, MEDICAL ERRORS AND TURNOVER INTENTIONS
10. PARTICIPATIVE CLIMATE: THE LIKERT ORGANIZATIONAL PROFILE
11. DISCUSSION ON EMPLOYEE PARTICIPATION
12.LIMITATIONS
13.IMPLICATIONS OF EMPLOYEE PARTICIPATION IN TECHNOLOGY
EDUCATION
14. REPORT OF NYSE
15. CONCERNS
16. THIRTY ARTICLE OVERVIEW
17.BIBLIOGRAPHY
INTRODUCTION:

EMPLOYEE PARTICIPATION:

Definition- “EMPLOYEE PARTICIPATION is an approach which gives everyone in the

organization an opportunity to contribute their skills, knowledge and talent to improve the
organization.”

Participative management is known as employee involvement or participative decision making,

encourages the involvement of stakeholders at all levels of an organization in the analysis of
such part-

 Problems,
 Development of strategies, and
 Implementation of solutions.

In EMPLOYEE PARTICIPATION the employees are invited to share in the decision-making

process of the firm by participating in activities. These activities are:

 Setting goals,
 Determining work schedules, and
 Making suggestions.

Other forms of EMPLOYEE PARTICIPATION include:

 Increasing the responsibility of employees (job enrichment),

 Forming self-managed teams,
 Quality circles, or quality-of-work-life committees, and
 Soliciting survey feedback

Thus it clear that EMPLOYEE PARTICIPATION, however, involves more than allowing
employees to take part in making decisions. It also involves management treating the ideas and
suggestions of employees with consideration and respect. The most extensive form of
EMPLOYEE PARTICIPATION is direct employee ownership of a company.

To influence for participation there are four forces. These processes create employee
involvement as they are pushed down to the lowest levels in an organization. The farther down
these processes move, the higher the level of involvement by employees. These four processes
include:
 1. Information sharing- This is concerned with keeping employees informed about clear
economic status of the company.
2. Training- This is the most important part for any organization. This involves raising the
skill levels of employees and aware the development opportunities that allow them to
apply new skills to make him/her effective decisions regarding the organization.
3. Employee decision making- Which can take many forms, from determining work
schedules to deciding on budgets or processes.
4. Rewards- Which should be tied to suggestions and ideas as well as performance.

Skills Required for EMPLOYEE PARTICIPATION

1. Interest and concern- Some people prefer to be told what to do.

2. Recognize and enhance talents in others- Some people fear they will lose power if they
build others.

3. Recognize and work around weaknesses in others. Some people are so irritated by
deficiencies of others that they can’t they can’t recognize and work with their strengths.

4. Communication particularly listening- We often would rather inform than become

informed.

5. Conflict resolution- when we think about conflict management then we can say that it is
easier to create a conflict than to resolve one. It usually requires forgiving others something most
people don’t do well.

6. Self-control- Getting the best out of others requires controlling ourselves, our habits, anger,
self-serving tendencies.

7. Negotiation- It can seem difficult to negotiate when we already have the power to simply
decide and act.

8. Compromise- We often must compromise short-term personal or departmental goal

The Sharing (Delegating) Process:

Responsibility + Authority + Accountability

We Negotiate the Following Steps:

 Goals: We start with the end in mind.

 Guidelines: We negotiate parameters, history, policies, boundaries, etc.

 Resources: We negotiate the money, equipment, supplies, human resources, time, and
authority available.

 Accountability: We negotiate what information will be tracked, how, when, and to whom
it will be reported.
 Reward: Unless there are special bonuses, or incentives, rewards usually include good
reviews, higher raises, greater opportunity for promotion, greater authority, etc.

WHY THERE IS REQUIREMENTS OF EMPLOYEE PARTICIPATION?

A common managerial misconception about EMPLOYEE PARTICIPATION involves simply

asking employees to participate or make suggestions. But the effective programs involve more
than just a suggestion box. In order for EMPLOYEE PARTICIPATION to work, there are
several issues must be resolved and several requirements must be met. Firstly when we talk
about managers:

 They must be willing to relinquish some control to their workers;

 Managers must feel secure in their position in order for participation to be successful.

 Managers do not realize that employees' respect for them will increase instead of
decrease when they implement a EMPLOYEE PARTICIPATION style.

Success of EMPLOYEE PARTICIPATION:

A Successful participation requires managers to approach employee involvement with an open

mind in organization. They must be open to new ideas and alternatives in order for EMPLOYEE
PARTICIPATION to work. It is very important to remember that although the manager may not
agree with every idea or suggestion an employee makes, how those ideas are received is critical
to the success of EMPLOYEE PARTICIPATION.

Employees must also be willing to participate and share their ideas. EMPLOYEE
PARTICIPATION does not work with employees who are passive or simply do not care. Many
times employees do not have the skills or information necessary to make good suggestions or
decisions. In this case it is important to provide them with information or training so they can
make informed choices. Encouragement should be offered in order to accustom employees to the
participative approach. One way to help employees engage in the decision-making process is by
knowing their individual strengths and capitalizing on them. By guiding employees toward areas
in which they are knowledgeable, a manager can help to ensure their success.

Before expecting employees to make valuable contributions, managers should provide them with
the criteria that their input must meet. This will aid in discarding ideas or suggestions that cannot
be implemented, are not feasible, or are too expensive. Managers should also give employees
time to think about ideas or alternative decisions. Employees often do not do their most creative
thinking on the spot.

Another important element for implementing a successful EMPLOYEE PARTICIPATION style

is the visible integration of employee’s suggestions into the final decision or implementation.
Here the employ need to know that they have made a contribution by their ideas and work.
Offering employees a choice in the final decision is important because it increases their
commitment, motivation, and job satisfaction. Sometimes even just presenting several
alternatives and allowing employees to choose from them is as effective as if they thought of the
alternatives themselves. If the employee’s first choice is not feasible, management might ask for
an alternative rather than rejecting the employee input. When an idea or decision is not
acceptable, managers should provide an explanation. If management repeatedly strikes down
employee ideas without implementing them, employees will begin to distrust management, thus
halting participation. The key is to build employee confidence so their ideas and decisions
become more creative and sound.

BENEFITS OF EMPLOYEE PARTICIPATION

Here we discuss all the benefits in favor of organization by effective EMPLOYEE

PARTICIPATION. The EMPLOYEE PARTICIPATION style offers various benefits at all
levels of the organization:

 Productivity enlargement- By creating a sense of ownership in the company,

EMPLOYEE PARTICIPATION instills a sense of pride and motivates employees to
increase productivity in order to achieve their goals.

 Self esteem- Employees who participate in the decisions of the company feel like they
are a part of a team with a common goal, and find their sense of self-esteem and creative
fulfillment heightened.
  Flexibility- Managers who use a participative style find that employees are more
receptive to change than in situations in which they have no voice. Changes are
implemented more effectively when employees have input and make contributions to
decisions.

 Relevant information- Participation keeps employees informed of upcoming events so

they will be aware of potential changes. The organization can then place itself in a
proactive mode instead of a reactive one, as managers are able to quickly identify areas of
concern and turn to employees for solutions.

 Increase in conceptual skill and view about organization- Participation helps

employees gain a wider view of the organization. Through training, development
opportunities, and information sharing, employees can acquire the conceptual skills
needed to become effective managers or top executives. It also increases the commitment
of employees to the organization and the decisions they make.

 Creativity and innovation. These are two important benefits of EMPLOYEE

PARTICIPATION. By allowing a diverse group of employees to have input into
decisions, the organization benefits from the synergy that comes from a wider choice of
options. When all employees, instead of just managers or executives, are given the
opportunity to participate, the chances is increased that a valid and unique idea will be
suggested.

Competency Standards for EMPLOYEE PARTICIPATION Education

When to talk about competency standard for r EMPLOYEE PARTICIPATION education we

find that the word like Employee ownership, open book management, EMPLOYEE
PARTICIPATION, cooperatives’, economic democracy, organizational citizenship all these
terms are slightly different from each other. Meaning have one in common they connote person
and community, long-term oriented management as opposed to results, cost, and short term
orientation of post-tailors, human resource management.

Specific EMPLOYEE PARTICIPATION standards

1. Values

Community
  Ability to build small communities around educational and management knowledge
projects.

 Understanding importance of community for development prosperity and health of

people.

 Active and conscious participation in communities (including family, local community,

learning community, working community, therapeutic community).

 Critical analysis of phases and obstacles in community development.

 Understanding the correlation between lack of community and social pathologies such as
alcoholism, drug addiction, and crime.

 Ability to recognize in a group of people traits of community, and traits leading to

disintegration of a community.

Subsidiary:

 Understanding and proving by action that problems are best solved in the subsystem
where they arise.

 Understanding the psychological dynamics of mental change in social situations.

 Perceiving the difference between economies related versus people related aspects of
social and organizational change.

 Knowledge and application of tools and mechanisms of mental changes.

 Being able to recognize the limit of pressure that allows people do develop without
violating their sovereignty.

 Being able to differentiate between what may be done and what should be done taking
into account individual development.

Solidarity:

 Actively participate in diminishing social differences between classes of people.

  Understand the economic, social, cultural and other reasons of differences between main
groups of the society.

 Be able to relate to all people regardless their class.

 Be able to communicate psychological and economic aspects of management in language

understandable to all people regardless their education.

 Show examples of organizing public action in solidarity with the weak, poor or
disadvantaged of the world.

2. General competencies

Business literacy
We should know about the main functions and processes of a business organization and
understand strategic position of a company and about the product within a framework of BCG
environment matrix. There should be a good understanding about the organizational
development and growth process. The external factors which are required to understand are:

 The political, economic, social, technological, ecological and regulatory aspects of

business environment.
 Understand the impact of globalization on business and world economy.
 Have a deeper understanding of various forms of participative business purpose, values
and principles.
 We should understand the impact of national and organizational cultures on functioning
of the organization.
 Be able to easily recognize main points of improvement and possible difficulties in
implementing change in various businesses.
 Understand and use the idea of business processes.
 Understand the concept of strategy and strategic management.
 Be able to explain and develop the balanced scorecard and be able to implement it in the
perspective of professional specialization.
 Be exposed to and understand the business issues and management skills needed in the
emerging global economy.
 We should also understand how to apply participative values to the business issues and
management skills they need as successful participative business managers.

Anthropological foundations of economic systems

Under anthropological foundation of economics system we understand the consequences of
using economical concept of a person. Here we differentiating between personality, darwinistic
(sociobiological), economical views of human beings with their consequences for economy and
enterprises. This also helps in understanding the consequences of different time perspective on
human functioning and interpretation of social phenomena;

History and development of social systems

Here we take Knowledge of economic history and also the

 Knowledge of remnants of past economic systems in contemporary world
 Knowledge of theories of the firm
 Ability to discern past economic systems in contemporary institutions
 Being able to interpret the data from the perspective of different theories of the firm
 Here we know the effects and consequences of social auditing

3. People related competencies

Personal development
For personal development we should regularly analyze one’s own knowledge, skills and attitudes
as a response to the changing environment. For this we should use available strategies and
resources in relevant institutions and individuals in personal and professional development. An
individual should be aware of the change factors (both negative and positive) influencing
individual development. Also the number of things is there which is required for development of
an individual personality as for:

 We should able to choose among different approaches to personal and professional

development; their advantages, disadvantages, limitations and adequateness
 Use challenges, mistakes and problems as a learning opportunity.
 Differentiate between individual, group and organization development goals.
 Modify one’s own behavior in line with personal development plan.
 Adopt new responsibilities when required by the organizational situation

Personal communication skills

Active listening skills are a most important part of each individuals and works as supporting
tools for EMPLOYEE PARTICIPATION... A person should be able to see the world from other
person’s perspective. This helps to ask nondirective and non evaluative questions which help in
understanding others’ point of view. The personal communicational skills also include and tell
the number of factor like:
  It refrains from emotional reactions to personally unaccepted points of view presented by
others.
 Be able to suspend one’s own point of view and try to keep others’ point of view by
asking clarifying questions.
 Being an authority among subordinates and customers who is asked for advice.
 Responding to different types of communication styles ex. Unresponsive, aggressive,
 Dispute resolution/conflict management skills so that people can deal with conflict
effectively
 Learning how to mediate a conflict and how to negotiate using interest based negotiation
techniques
 Relating to the self assessment tools in communication, decision-making and conflict to a
EMPLOYEE PARTICIPATION style.

Decision making:

Decision making ability is an important part of people related competencies. It secures all
employees the tools and information needed to make the decision. This define what decisions
will be made as a collective and what decisions will be made by individuals. The decision
making ability provides the,
 systems of decision making that encourage innovation and development.
 Be able to define and recognize the difference between consensus decision-making,
unanimous decision-making, and autocratic and democratic decision-making. Discussing
when it appropriate to utilize these styles in a EMPLOYEE PARTICIPATION
environment
 make efficient in individual and participative decision making.
 Control and give feedback on the implementation of decisions.
 Know definite area of one’s own expertise in decision making.
 Launch data collecting process facilitating decision making.
 Know and take into consideration the temporal dimension of making decisions.
 See hidden impact of decisions on stakeholders and other people.

Giving and receiving feedback

This is one of the important apart of management system. This states that give a respectful
feedback when employees’ proposals are not implemented. And ask for feedback on personal,
group and organizational basis. Also ready to give sincere feedback information when asked for
it. A manager should always accept the feedback from subordinates, supervisors and peers.

Team and group work

For a EMPLOYEE PARTICIPATION there should be requirement of efficiently coordinate,
plan, organize and control the group work. There is requirement of managers to understanding
and facilitating good group and organizational climate and create a safe working environment
where there is a high level of trust with each other to challenge decisions without retribution.
We should create a grievance process to handle problematic disputes with a peer group. We
should learning to communicate and work together in group settings and recognizing the
differences also there is requirement of learning for make a good group decisions and avoiding
common pitfalls such as groupthink.

Entrepreneurial spirit

This is also required to take initiative when something is to be done without being asked to do
so. The entrepreneurial spirit helps to improve management system and tells to:
 Take difficult situations and problems as challenges and act immediately into overcoming
them.
 Be able to work on tasks without supervision.
 See problems and weaknesses as opportunities for individual and organizational
development.
 Question the organizational and business routines.
 Create organizational climate encouraging innovativeness and creativity of subordinates.
 Takes a practical hands-on problem to be implemented in one’s workplace that is
managed in a EMPLOYEE PARTICIPATION style.

Information systems:

For EMPLOYEE PARTICIPATION there should be knowledge of information system which

will improve the management system based on individual skills it should be necessary that:

 Systematically build, on individual and business level, an environment of information

sources important for the proper functioning of oneself and the business unit.
 Knowledge of the netiquette.
 Ability to use advanced search mechanisms in the Internet.
 Ability to use video recordings as part of presentations.
 Ability to use multimedia projectors, overhead projectors, laptops, screens for making
presentations.
 Continual communication mechanisms for employees to receive information and give
information.
 Setting up e-mail and discussion groups.
 Putting data and information on easy to access web pages.
.
Here we facilitation other’s individual development and also convince others to change in order
to scope with new challenges. Under this we provide and promote development opportunity to
all employees in an organization. Some important people related competencies are:

 Facilitate, influence others, negotiate, coach and mentor to achieve goals of learning,
training and development
 Identify strategies most suitable for personality types, roles and activity styles in
professional development.
 Advice others in personal and professional development issues
 Understand the role of mission and strategic goals in guiding people’s actions and
behavioral change.
 Be able to formulate tasks for people in a way that enhance their development activity.

EMPLOYEE PARTICIPATION (AS AN ETHICAL IMPERATIVE)

This is argue that EMPLOYEE PARTICIPATION is not merely effective in terms of

performance, productivity, and other output measures of organizational effectiveness, but also it
is a moral and ethical imperative.
There are four broad areas of employee participation which are described as:

1. setting goals,
2. solving problems (this is a process which includes the definition of issues and the
generation of alternative courses of action as well as choice among the alternatives),
3. making a decisions (this explain the process of choosing from among alternative courses
of action), and
4. making changes in the organization.

The first three primary methods of participation apply to all areas. Employees may participate as
individuals; as part of a manager–employee pair; or as members of a group, with a manager and
co-workers. A model of the effects of EMPLOYEE PARTICIPATION demonstrates that such
management has positive effects because it fulfills the 3 basic human work needs of increased
autonomy, increased meaningfulness, and decreased isolation. Implications for organizational
training and for management education in business schools are discussed.

The Impact of EMPLOYEE PARTICIPATION on Customer Service, Medical

Errors and Turnover Intentions
Numerous challenges confront managers in the healthcare industry, making it increasingly
difficult for healthcare organizations to gain and sustain a competitive advantage. Contemporary
management challenges in the industry have many different origins (e.g., economic, financial,
clinical, and legal), but there is growing recognition that some of management's greatest
problems have organizational roots. Thus, healthcare organizations must examine their personnel
management strategies to ensure that they are optimized for fostering a highly committed and
productive workforce. Drawing on a sample of 2,522 employees spread across 312 departments
within a large U.S. healthcare organization.

This study of EMPLOYEE PARTICIPATION provides clear evidence that employee

perceptions of the extent to which their work climate is participative rather than authoritarian
have important implications for critical work attitudes and behavior. Specifically, employees in
highly participative work climates provided 14 percent better customer service, committed 26
percent fewer clinical errors, demonstrated 79 percent lower burnout, and felt 61 percent lower
likelihood of leaving the organization than employees in more authoritarian work climates.
These findings suggest that EMPLOYEE PARTICIPATION initiatives have a significant impact
on the commitment and productivity of individual employees, likely improving the patient care
and effectiveness of healthcare organizations as a whole.
In today's era of rapidly changing technology, an aging and less-insured population, and a
fluctuating economy, healthcare organizations face more challenges than ever. A survey
indicates that healthcare executives are constrained to do more with fewer resources, which
makes it difficult to sustain their organization's viability and mission. One industry observer
aptly notes that "it would be difficult to conceive of a field that is and will be subject to greater
scrutiny, greater demands and greater changes than the American healthcare system."
In response to these challenges, healthcare executives must implement management strategies
that will enable them to optimize investments in human capital to sustain a competitive
advantage. Two archetypal management strategies have been previously identified by
organizational scholars (Arthur 1994). First, autocratic (or authoritarian) management strategies
endeavor to reduce labor costs by emphasizing control and efficiency through specialized roles
and strict rule enforcement. In contrast, EMPLOYEE PARTICIPATION strategies endeavor to
increase employee productivity by rewarding performance, fostering employee commitment, and
decentralizing decision making to give employees more voice in work decisions. Two decades'
worth of research in the United States and abroad demonstrates that while autocratic
management strategies are effective in certain conditions, participative approaches are typically
associated with greater long-term corporate performance. Yet to date, little EMPLOYEE
PARTICIPATION research has been conducted in healthcare, and fewer studies have examined
the sorts of employee-level outcomes that are indicative of the industry's greatest contemporary
challenges.
This growing disconnects between existing empirical research and a current problem in
healthcare management represents an important gap in the literature. Therefore, the purpose of
our study was to examine the impact of participative-management employee perceptions on four
critical employee level outcomes: customer service, medical errors, burnout, and turnover
intentions. To that end, the study drew on a large sample of employees spread across more than
300 departments in a large healthcare organization based in the southeastern United States.

PARTICIPATIVE CLIMATE: THE LIKERT ORGANIZATIONAL PROFILE

EMPLOYEE PARTICIPATION practices have existed for more than a century, but they
expanded in scope and in practice during the 1970s as organizations recognized the benefits of
redesigning manufacturing jobs to minimize repetition and give employees input into matters
that influenced their work. As more organizations experimented with EMPLOYEE
PARTICIPATION, organizational theorists sought to understand the process by which they
could improve organizational effectiveness. Subsequent research highlighted two employee
perceptions that are fundamental to the success of EMPLOYEE PARTICIPATION initiatives.
 First, information must flow freely to and from employees in the organization, such that
they are given adequate information about their work and that their upward input on
work-related matters is given legitimate consideration.
 Second, employees must perceive that they have an adequate degree of control over their
work and the decisions that affect their well-being. When employees feel empowered,
they will perform better, be more committed to the organization, and be less likely to
leave, all of which collectively influence the effectiveness of the organization.
Customer Service
Customer service is central to organizational effectiveness, particularly in healthcare institutions
where employees' interactions with patients have a strong effect on patient satisfaction,
healthcare quality, and brand loyalty. Research demonstrates that customer service has a stronger
impact on patients' "likelihood of recommending services" than clinical performance.
Participative-climate perceptions are likely to influence employees' customer service
performance in healthcare organizations because employees in participative climates tend to be
more engaged in and more satisfied with their jobs and thus are more likely to be motivated to go
the extra mile for their patients. Moreover, employees in participative climates generally face
fewer organizational constraints and personal risks that may prevent them from providing high
levels of customer service. Thus, we hypothesized that employees who report higher
participative-climate perceptions will have higher customer service ratings by their supervisors.
Medical Errors
It is noted earlier that, patient safety has become a key concern among healthcare organizations
and is often considered a key performance indicator in organizations. Poor nurse performance
has been linked to patient medical complications following surgery, falls from injuries, and death
rates. Estimates suggest that between 44,000 and 98,000 patients in the United States die each
year because of treatment errors, costing healthcare organizations between $17 and $29 billion.
Participative-climate perceptions are likely to influence medical error rates in healthcare
organizations because many medical errors stem from miscommunications. Indeed, one study
indicates that poor employee communication is the most common cause for surgical errors that
result in patient injuries and death. In more participative work climates, information is more
likely to flow among employee groups, thus reducing the probability of medical errors. Hence,
we hypothesized that employees who report higher participative-climate perceptions will have
committed fewer medical errors.
Turnover Intentions
Healthcare organizations are facing an unprecedented shortage of nurses, physicians, specialists,
and other caregivers as a result of an aging workforce and die stressful nature of healthcare work.
Turnover of key talent not only diminishes healthcare quality but is also costly. Replacement of
departed nurses can range from $90,000 to $145,000 per nurse, depending on skill levels and
specialties. EMPLOYEE PARTICIPATION climates are likely to be strongly related to
employees' intentions to stay in the organization because EMPLOYEE PARTICIPATION
practices provide employees with more access to information, more support, and a greater ability
to influence decisions that affect them. Employees in participative work climates, thus, are more
likely to be satisfied by their work, more resistant to work strain, and less likely to look for
employment elsewhere. In fact, EMPLOYEE PARTICIPATION has been linked to lower
turnover rates in previous research. Thus, we hypothesized that employees who report higher
participative-climate perceptions will be less likely to have intentions to leave the organization.
Participants and Procedure
Large organizations are a well-suited department in which to study EMPLOYEE
PARTICIPATION because of their multiple departments that have unique identities and cultures.
A healthcare system in the southeastern United States with 5,000 employees and 312
departments provided the participants for the organization study. We used multiple sources of
data for this project, including employee-opinion surveys and other archival data.
We obtained employee personnel records from the human resources department, which provided
individual performance ratings, demographic variables, e-mail addresses, and employee
identification (ID) numbers. Employee ID numbers were needed for several reasons. First, we
used them to verify, for security purposes, that participants who logged into the independent and
secure server were indeed employees of the healthcare system, as they used their ID as a
username to access the online survey. Second, because we could identify particular responses,
we would be able to provide employees with their individual results, should they desire to see
them. We assured participants that their responses would be kept strictly confidential and that
under no circumstances would anyone inside the organization have access to their data or be able
to individually identify them.
DISCUSSION ON EMPLOYEE PARTICIPATION
In today era an era of uncertainty where demands often outnumber organizational resources,
healthcare organizations may be inclined to adopt authoritarian management systems in an effort
to cut costs, maximize efficiency, and centralize authority. EMPLOYEE PARTICIPATION
systems offer an alternative approach, focusing instead on improving the commitment and
productivity of employees through pay for performance, open-book management, decentralized
decision making, and job enhancement. Studies have linked EMPLOYEE PARTICIPATION
systems to corporate performance and other corporate-level outcomes, but little research has
been conducted to examine the impact of EMPLOYEE PARTICIPATION on employee level
outcomes, particularly in number of organizations.
The results of our study clearly show that employee perceptions about EMPLOYEE
PARTICIPATION have a favorable impact on customer service, medical error rates, and
turnover intentions. On each of the four outcomes in this study, employees who believed they
work in climates that are more participative in nature far surpassed their counterparts who
perceived they work in authoritative climates. These findings add to the existing literature that
indicates EMPLOYEE PARTICIPATION improves corporate performance and extend the role
of EMPLOYEE PARTICIPATION to include employee-level outcomes in a healthcare setting.
Limitations
Although the research on EMPLOYEE PARTICIPATION has a number of strengths, in terms of
both contributions to the literature and methodology, it has some limitations.
1. This study's focus on a single organization places constraints on the generalizability of its
findings. We acknowledge that the findings may be different in other types of
organizations or may be a function of unknown characteristics unique to the particular
organization in this study. Future research should investigate the relative importance of
different dimensions of ownership across a broad range of healthcare organizations and
among a broad range of employee groups.
2. Second, the study did not specifically investigate the organizational practices that lead to
employee perceptions of EMPLOYEE PARTICIPATION. Thus, although our results
provide evidence that perceptions of participative climates are dominant predictors of
employee attitudes and behaviors, these data do not offer specific explanations on how
those perceptions can be enhanced. Future research should examine the impact of specific
 types of participative practices on outcomes such as information sharing, decentralized
structures, and autonomous job design.
Finally, the study was primarily cross-sectional in nature, although some study measures were
taken at different time periods (as for example the customer service measures lagged the survey
variables by two months). Thus, we cannot completely rule out the possibility of reverse
causality in relationships between participative climate and employee outcomes. Better
performing employees (in terms of good customer service and fewer errors) and employees who
are less burned out and less likely to leave are possibly more inclined to perceive that they work
in participative work climates. Future research using longitudinal designs is needed to clarify the
direction of causality between these variables. Time-series designs may also be helpful in
exploring how employees' EMPLOYEE PARTICIPATION perceptions change over time.

Implications of EMPLOYEE PARTICIPATION in Technology Education

Historically, the name of the technology education discipline has changed several times to reflect
the direction of the profession. Within the last 25 years the content has also been through some
dramatic changes. Digital electronics, CAD/CAM, and robotics are just a few of the content
areas being incorporated into technology education programs. There is one thing that has
remained constant throughout the years however, is where the content is derived. Contemporary
technology education programs draw their content from industry and technology, a policy that is
unique to the discipline.

When technological changes occur, the profession attempts to incorporate these changes into the
public school and university programs in order to better prepare students for a constantly
changing society. One of the most significant changes currently taking places in both industrial
and non-industrial settings is the philosophy toward management of human resources. In 1982
the New York Stock Exchange did an extensive survey of 49,000 U.S. companies employing 41
million people. The study provided a comprehensive profile of the employee involvement effort
taking place in America.

Report of NYSE

The report (New York Stock Exchange [NYSE], in 1982, recommended improved workforce
productivity through targeting educational programs in secondary schools, better training of
young managers, and more employee involvement in decision making and financial gain sharing.
The Carnegie Report recommends a study of technology by all students.
Thus we can say that technology education is faced with an opportunity to prepare students for
participative work settings and should incorporate this into the existing curriculum.

CONCERNS

When we talk about EMPLOYEE PARTICIPATION we can say that it is not a magic cure for
all that ails an organization. In EMPLOYEE PARTICIPATION managers should carefully
weigh the pros and the cons before implementing this style of management. Managers must
realize that changes will not take effect overnight and will require consistency and patience
before employees will begin to see that management is serious about employee involvement.
EMPLOYEE PARTICIPATION is probably the most difficult style of management to practice.
This is challenging not only for managers but as well as for employees also.

The upper-level management will not support a EMPLOYEE PARTICIPATION program if they
believe employees are not meeting their daily or weekly goals. Some suggestions for overcoming
this potential problem are to set aside a particular time each week for workers to meet with
management in order to share their ideas or to allow them to work on their ideas during less busy
times of the day or week. Another idea that works for some managers is to allow employees to
set up individual appointments to discuss ideas or suggestions.

Managers should remember that EMPLOYEE PARTICIPATION is not always the appropriate
way to handle a given situation. Employees often respect a manager that uses his or her authority
and makes decisions when it is necessary. There are times when, as a manager, it is important to
be in charge, make a decision, and then accept the responsibility for the choices made. For
example, EMPLOYEE PARTICIPATION is probably not appropriate when disciplinary action
is needed.

When managers look upon their own jobs as a privilege instead of as a responsibility, they will
fail at making EMPLOYEE PARTICIPATION work. They will be less willing to turn over some
of the decision-making responsibility to subordinates. Another reason that EMPLOYEE
PARTICIPATION fails is that managers do not realize it is not the same as delegating or simply
shifting responsibility. Participation alone has no value; it is only an effective tool if it is used to
solve problems and meet goals. Some managers believe that inviting employees to join in
meetings and form committees will create a successful EMPLOYEE PARTICIPATION
program. However, these measures are only successful when employees' ideas are accepted by
management and implemented.

The larger the organization, the more difficult it becomes to institute a EMPLOYEE
PARTICIPATION style. Large organizations have more layers and levels, which complicate
effective communication and make it difficult to register the opinions and suggestions of a
diverse group of employees and managers. Critics argue that unions are often more effective than
EMPLOYEE PARTICIPATION in responding to employee needs because union efforts can cut
through bureaucratic organizations more quickly.

EMPLOYEE PARTICIPATION programs can be threatened by office politics. Due to hidden

agendas and peer pressure, employees may keep their opinions to themselves and refuse to tell a
manager if they feel an idea will not work. Managers also play a part in politics when they
implement EMPLOYEE PARTICIPATION programs to impress their own bosses but have no
intention of seeing them through.

Many companies have experienced the positive effects of EMPLOYEE PARTICIPATION.

Employees are more committed and experience more job satisfaction when they are allowed to
participate in decision making. Organizations have reported that productivity improved
significantly when managers used a participative style. EMPLOYEE PARTICIPATION is not an
easy management style to implement. It presents various challenges and does not succeed
overnight. Managers will be more successful if they remember that it will take time and careful
planning before they will see results. Starting with small projects that encourage and reward
participation is one way to get employees to believe that management is sincere and trustworthy.
 ARTICLES

ARTICLE: 1

EMPLOYEE PARTICIPATION is an ethical imperative.

Sashkin, Marshall

Organizational Dynamics. Volume 12(4),

ABSTRACT

Argues that EMPLOYEE PARTICIPATION is not merely effective in terms of performance,

productivity, and other output measures of organizational effectiveness, but that it is a moral and
ethical imperative. Four broad areas of employee participation are described: (1) setting goals,
(2) solving problems (a process that includes the definition of issues and the generation of
alternative courses of action as well as choice among the alternatives), (3) making decisions (i.e.,
choosing from among alternative courses of action), and (4) making changes in the organization.
Three primary methods of participation apply to all 4 areas. Employees may participate as
individuals; as part of a manager–employee pair; or as members of a group, with a manager and
co-workers. A model of the effects of EMPLOYEE PARTICIPATION demonstrates that such
management has positive effects because it fulfills the 3 basic human work needs of increased
autonomy, increased meaningfulness, and decreased isolation. Implications for organizational
training and for management education in business schools are discussed

ARTICLE NO: 2

High-Involvement Management, Participative Strategies for Improving

Organizational Performance.
Author: Lawler, Edward E., III

Participative approaches to management are discussed, noting how each major EMPLOYEE
PARTICIPATION approach works, its particular strengths, costs, and savings. Identified as
particularly promising is "high-involvement management" which involves employees both
financially and psychologically. Guidelines for implementation are provided. A detailed model
for integrating EMPLOYEE PARTICIPATION approaches to involve people at all levels of an
organization is offered. The 12 chapters are divided into three sections which cover: (1) the
promise of EMPLOYEE PARTICIPATION (changing approaches to management, why
participative approaches meet today's needs, and participation and organizational effectiveness);
(2) participative programs: what works and does not work (quality circles, employee survey
feedback, job enrichment, work teams, union-management quality-of-work-life programs, gain
sharing, and new-design plants); and (3) high-involvement management: creating an effective
approach to participation (how high-involvement management works and managing the change
to a high-involvement organization). Contains approximately 100 references. (SM)

ARTICLE NO: 3
The impact of EMPLOYEE PARTICIPATION perceptions on customer
service, medical errors, burnout, and turnover intentions.
Journal of Healthcare Management, March 1, 2009
Angermeier, Ingo; Dunford, Benjamin B.; Boss, Alan D.; Boss, R. Wayne

ABSTRACT
Numerous challenges confront managers in the healthcare industry, making it increasingly
difficult for healthcare organizations to gain and sustain a competitive advantage. Contemporary
management challenges in the industry have many different origins (e.g., economic, financial,
clinical, and legal), but there is growing recognition that some of management's greatest
problems have organizational roots. Thus, healthcare organizations must examine their personnel
management strategies to ensure that they are optimized for fostering a highly committed and
productive workforce. Drawing on a sample of 2,522 employees spread across 312
departments...

Article NO: 4
The three C's of EMPLOYEE PARTICIPATION
Canadian Manager, Article date: December 22, 1997, Author: Ward, Brent

ABSTRACT
We've all heard of the benefits of EMPLOYEE PARTICIPATION - employees are motivated
because they are involved, change is accepted more readily, and the quality of decision-making
goes up. But EMPLOYEE PARTICIPATION also has its problems employees often feel let
down when their ideas are not implemented. And management can grow weary of suggestions
they cannot implement, because the suggestions aren't practical.

However, managers and workers alike can ensure they receive the benefits of EMPLOYEE
PARTICIPATION by applying what we may call the "Three C's of EMPLOYEE
PARTICIPATION" - criteria, contribution, and choice.

Article no: 5
EMPLOYEE PARTICIPATION's influence on effective strategic diffusion.
Article from: Journal of Business Strategies, September 22, 2002
Author: Parnell, John

Abstract
Recent research has highlighted the importance of middle and lower level managers in strategy
formulation in ensuring that the strategy effectively "diffuses" throughout the organization.
However, the question remains as to whether prevailing EMPLOYEE PARTICIPATION styles
in an organization can enhance this process. The present study suggests that the propensity of
managers to employ EMPLOYEE PARTICIPATION styles was found to positively influence
the degree to which strategies were perceived as part of the organization.

Article no: 6
EMPLOYEE PARTICIPATION
Article from: Encyclopedia of Management

Abstract:

Participative (or participatory) management, otherwise known as employee involvement or

participative decision making, encourages the involvement of stakeholders at all levels of an
organization in the analysis of problems, development of strategies, and implementation of
solutions. Employees are invited to share in the decision-making process of the firm by
participating in activities such as setting goals, determining work schedules, and making
suggestions. Other forms of EMPLOYEE PARTICIPATION include increasing the
responsibility of employees (job enrichment); forming self-managed teams, quality circles, or
quality-of-work-life committees; and soliciting...
Article no: 7

Management roles in the implementation of EMPLOYEE PARTICIPATION

systems

Volume 25 Issue 3, Pages 459 - 480

Published Online: 2 Nov 2006

ABSTRACT:

Although EMPLOYEE PARTICIPATION supposedly cures the ills of low morale and
productivity, managers in these organizations are often frustrated with their jobs. Part of this
frustration may come from not understanding their changing roles in participative work systems.
In this paper I introduce a model of the cycle of EMPLOYEE PARTICIPATION which outlines
the stages of organization maturity and the appropriate management roles for each stage. I also
discuss how the manager acts as a Leader, Facilitator, Enabler, and Coach. My purpose is to help
Human Resource Managers understand how management roles will change as the organization
evolves to a mature participative work system and to show how they can support this challenging
transformation.

ARTICLE NO: 8
Labor Management

Abstract

This paper explains that unfair labor practices happen when management crosses the invisible
line with an employee on any issue protected by federal from smoking policies to non-
compliance with hiring laws. The author relates that the key-deciding factor of the Electromation
Case was the employee groups which emerged as a result of management style promoting total
quality management or TQM. The case did not put an end to all employee participation
programs but established the criteria against which all EPPs must be judged when an unlawful
employer domination charge is filed, limiting what these groups can discuss. The paper
concludes that, in today's business world, it can be argued that the American management
system holds all the power because most of today's workforce is "at-will" and can be terminated
at any time.

ARTICLE NO: 9
EMPLOYEE PARTICIPATION Hurts Employee Relations
Released: 2/6/1997 12:00 AM EST
Source: Ohio State University

EMPLOYEE PARTICIPATION has had mixed results for workers," said Randy Hodson, author
of the study and professor of sociology at Ohio State University.

Employees seem to show relatively high levels of job satisfaction and pride in their work, but
they don't necessarily get along any better with their fellow workers. The study was published
in a recent issue of the American Sociological Review.
The results showed that, compared with other forms of management, worker participation
didn't do well at promoting friendships or a sense of solidarity among co-workers or promoting
a helping atmosphere on the job.
Although the study didn't look at why co-worker relations suffered, Hodson said it probably
has to do with the nature of workplace teams that are an integral part of EMPLOYEE
PARTICIPATION.
"Working that closely with others can be stressful," he said. "It can lead to bickering and
sniping and expose a lot of personal issues. In addition, it can foster a sense of competition
among workers who want to show they're as good as or better than others on their team."
Hodson compared how workers fared under different management systems by examining 86
book-length studies of employees in various workplace settings.
The results showed that on most measures, the best form of management for workers was craft.
Craft workers have jobs where they enjoy a great deal of autonomy to decide how they will do
their work, based on their extensive training and skills. Many professionals such as doctors and
lawyers operate under craft management. Construction trade employees, locomotive engineers
and fire fighters often have craft jobs.
EMPLOYEE PARTICIPATION was generally the second best form of workplace
organization for employees. Next is bureaucratic management, which is based on extensive
written rules. Fourth best for workers was assembly line work, in which jobs are governed by
the pace of machines. The direct supervision form of management -- which involves bosses
directly supervising the details of work tasks -- was generally worst for workers. Hodson said
he sees participative forms of management continuing to grow in popularity.
Bureaucratic, assembly line, and direct supervision styles of management are now seen by
most managers as limiting efficiency and productivity. The craft form of management,
however, is not suitable for many occupations. That leaves EMPLOYEE PARTICIPATION as
the best choice for many workplaces. Hodson said he is optimistic that the flaws of
EMPLOYEE PARTICIPATION can be at least somewhat corrected.
Workers under EMPLOYEE PARTICIPATION are generally satisfied with their jobs and feel
pride in their work, which suggests this type of workplace organization can be employee-
friendly.
I think EMPLOYEE PARTICIPATION can be used to improve workers' lives," Hodson said.
"The fact that workers don't yet get along very well under the system is probably hurting
efficiency and productivity. But that's an impetus for companies to improve the system. I think
companies have a strong incentive to experiment with new forms of worker participation that
also bring better co- worker relations."

ARTICLE NO: 1O
MARUTI FACED PROBLEMS INTRODUCING THE JAPANESE
MANAGEMENT CULTURE
ABSTRACT:

White-collar workers feel proud of working in Maruti Udyog because there is a scope for work.
Here, you are not constrained; you are given responsibilities and have an opportunity to show
individual initiative and drive. And there is the satisfaction that what you do produces results.

Above all, the Maruti tag provides a respectable identity to the white-collar workers. That itself
is a source of satisfaction and pride for our managerial force.

The work environment for managers is as free and open as you can get. We do not have a rigid
hierarchy nor do we have a very big pyramid. We have a very flat organization. People have
almost unlimited scope for making changes, giving ideas, suggestions under various schemes
like suggestion scheme, quality circles, Kaizen, etc.

With this concept of EMPLOYEE PARTICIPATION, there is tremendous scope for both white-
collar and blue-collar workers to flourish and flower to their full potential.

Transparency is one of the ways of building a team. When everybody is in cabins, you don't
know what is happening. It is so secretive. When everybody is out in the open, then everyone
knows what the other is doing.

It worked after some time. And as we went along, our managers realized that the concept not
only produced results but also that it was not a bad thing to wear a uniform and eat in a common
canteen with the workers.
Similarly, when we introduced the open office concept, initially there were some partitions. But
gradually, those partitions were also removed and the office became a totally open hall. People
got used to it and realized that it did not adversely affect them.

Like in any other organization, the personal ambitions and career goals of engineers and
managers, particularly middle-level managers, fit well in the Japanese scheme of things as
practiced in Maruti. After all, in any organization there is going to be a managing director,
director, and general manager. And Maruti is no exception. Because when an individual joins a
company, everybody wants to get to the top.

So, there is a personal ambition working. People who aspire to rise to higher posts get the
opportunity to do so. At Maruti, it is the managerial skill blended with the right technology that
has paid dividends. We believe that managerial skill and technical proficiency are not mutually
exclusive. You can have very good technology but if you don't have the right management
systems, you will not be able to use the technology.

ARTILE NO: 11

EMPLOYEE PARTICIPATION ON ACADEMIC LIBRARY SERVICES

Journal- library management, year-1999 volume -20

Abstract:

EMPLOYEE PARTICIPATION is based on the assumption that empowering people throughout

the enterprise will result in a more responsive, more flexible, and ultimately more successful
enterprise. EMPLOYEE PARTICIPATION is more than a willingness to share influence -
formal patterns of participation need to be truly implemented where employees have a right to
contribute on all levels of decision-making. The empirical survey showed that EMPLOYEE
PARTICIPATION is applied at academic information services in the Gauteng province of South
Africa, but more so in low-level decisions. This indicates that participation is still limited and
controlled by management and is not yet experienced as a right by employees.

ARTICLE NO: 12

EMPLOYEE PARTICIPATION's influence on effective strategic diffusion.

By Holt, Kenneth, and Publication: Journal of Business Strategies, Date: Sunday, September 22
2002
ABSTRACT

Three dimensions of strategic diffusion--involvement, understanding, and commitment--have

been elaborated in the literature (Parnell & Crandall, 1995). The first dimension--involvement--
concerns the degree to which middle and lower level managers were involved in the strategy-
making process. Involvement can encompass numerous processes and techniques as long as it
reflects top management's active consultation with other managers in the organization.
Researchers have consistently found that individuals tend to work harder at attaining a goal.

Participative decision making has been found to increase organizational effectiveness, improve
relationships between managers and subordinates, increase creativity and productivity, increase
company loyalty, and reduce absenteeism and turnover. Indeed, many have suggested that
participation is the "right" or ethical approach to leadership. However, there is no consensus on
the universal effectiveness of participation. It appears to increase job performance and
satisfaction in some situations but not in others. Some top managers have adopted and then
abandoned this practice for various reasons, concluding the participation is not for their
organizations. Research has examined possible reasons for the discontinuation of EMPLOYEE
PARTICIPATION: a lack of commitment or interest by management and employees, failure to
properly implement the processes, and a lack of fit between the organization and the
EMPLOYEE PARTICIPATION processes.

Although the concept of non-conceptual management involvement in strategy is not a recent

phenomenon, the last decade has produced evidence to suggest that strategy formulation and
implementation can reflect a diverse array of top and middle management inputs (Antonio. 1999;
Barney, 1986: Bargeman, 1983; Currie, 1999; Thakur, 1998). Mintzberg and Waters' (1985)
notion of deliberate and emergent strategies acknowledge the significant role of top and middle
managers in the strategic management process. Paralleling the work of Burgelman (1983) and
Hiam (1993), Nichol (1992) observed that top management simply cannot effectively develop a
strategy and plan for its implementation without assistance from middle managers.

ARTICLE NO: 13

The fantasy of formalized EMPLOYEE PARTICIPATION. (Small Foundry

Management)
By Lobenhofer, Roy, and Publication: Modern Casting, Monday, July 1 2002
ABSTRACT;

Once upon a time at a wonderful company, employees were part of teams that made decisions
for the company. The employees always chose the path that was best for both the company and
the customer and never let how that path affected them or their job play a significant role in their
decision.

The bosses always supported decisions made by the teams whether they agreed with them or not.
When things didn't work out, the bosses took the blame because that was their job. The bosses
also made decisions about items too insignificant to warrant the attention of a team. Everyone
always agreed on what items were trivial.
Employees always supported the decisions made by other teams even when those decisions made
their job harder. The team meetings were run efficiently and didn't waste the participants' time.
All decisions were unanimous. The employees were happy, the bosses were happy and they all
lived happily ever after.
What a wonderful place to work! I bet you wish you could work there. Unfortunately, I don't
know where that company is. Certain ideas seem like wonderful concepts, but the world isn't
ready for them yet. Can anyone argue against the idea of the lion lying down with the lamb? Yet,
at present, if it happens, it's going to be bad news for the lamb.
Formalized EMPLOYEE PARTICIPATION falls in the same category. Setting up EMPLOYEE
PARTICIPATION-teams of employees to solve problems or determine direction in the
workplace- is popular. It's a wonderful idea, but companies may not be ready for it the way it's
currently packaged.
Formalized EMPLOYEE PARTICIPATION programs were developed because managers who
involve their people tend to have success. The managers who listen to their people and value
their input receive better results. The boss who listens to employees and then acknowledges
when an employee's idea was successful produces a dedicated workforce. The difference
between what works and the current programs is that the participation is natural, not formalized.
Formalization invites problems. Requiring employees to be members of teams and spend time in
meetings generating ideas usually is not productive. Encouraging ideas to blossom naturally (and
informally) leads to success.
The effective boss talks to his people individually and weighs their input. If he feels the ideas are
good, he acts on them. If he feels the employees' ideas are self-serving or simply won't work, he
doesn't act upon them. The employees haven't invested the time required for formalized plans to
reach a consensus decision just to have the boss veto it. Spending time in meetings to decide
something only to have the boss overrule the decision makes employees unhappy and diminishes
their respect for the boss.
ARTICLE NO: 14

Participative training maximizes results.

Power sports Business, Monday, April 25 2005

ABSTRACT:
Editor's note: This is part five in a series of articles about training your sales staff to achieve
optimum performance.
When I give a training seminar, I always try to involve my audience. I know they'll learn more
by doing than just by sitting there watching me speaks.
There's a notable difference between participative training and the traditional stand-up-and-
tell-'me routine. The former is student-focused while the latter is teacher-focused. This means
that with participative training, there's less attention on what is being taught and more on what is
being learned.

I occasionally come across a sales manager who must stand up front and preach endlessly in
order to feel they're actually teaching. They show little concern for how much knowledge and
skill is being absorbed, only for what's being imparted. This is foolish. When it comes to
maximizing your dealership's sales potential, which’s more important: A well versed sales
manager, or well-trained salespeople?
Participative techniques vary in scope. For our purposes, we'll discuss techniques best applied to
groups of four or less. If your students number more than that, break them down into smaller
groups. The three most important participative techniques are: Group discussion; role-playing;
and critical incidents.
Group discussion is usually triggered by questions and answers. There are two types of questions
that can be employed: closed-ended and open-ended.

ATTICLE NO: 15

A Process for Building Teamwork, Productivity and Profitability throughout

Your Organization.
HRM Magazine, Sunday, November 1 1992
ABSTRACT:

EMPLOYEE PARTICIPATION, pay-for-performance and teamwork are all well-known

management buzzwords, but separately they don't add up to a complete "system" for long-lasting
change and improvement. Doyle and Doyle offer Gain Management to fill this gap. Gain
management, a term coined by the authors, is a management process that can enable an
organization to sustain continuous improvement in the areas of productivity, profitability,
product quality and quality of work life. The authors describe how this system can help an
organization achieve high levels of productivity and how employees can realize personal
satisfaction and financial rewards.

The authors supply checklists, anecdotes and illustrations to help readers apply the principles of
gain management. They successfully combine theory with how-to advice in a text that will help
organizations replace ineffective management with a proactive, equitable and profitable
partnership environment.
ARTICLE NO: 16
Communication patterns and intellectual teamwork.
Publication: Technical Communication, Sunday, November 1 1992
ABSTRACT:

Along with Bob Kraut and other colleagues at Bellcore, I have been working to understand how
people communicate when they are engaged in what we call intellectual teamwork |1~. We
coined this term to encompass a wide variety of activities in which people work together to
produce or manipulate information. Some examples of this kind of work are collaborative
scientific research, the design and development of computer software, and the production of
jointly authored magazine articles. Despite their apparent diversity, these activities have several
features in common. They are all open-ended problems, which require establishing a sense of
direction, solving practical problems in the execution of the work itself, and integrating
individual contributions in the final product.

As the examples above indicate, this integration often involves creating a document either as the
product (for instance, a scientific research article) or as an accompaniment to the product (for
instance, software manual). Further, these examples imply fairly complex communication
requirements, requirements that may vary over the course of a project as individuals plan and
execute their work. Thus, our study of communication in intellectual teamwork is, in large part, a
study of how people communicate in the production of collaboratively authored documents.
In this work, we have examined both naturally occurring patterns of communication and the
effects of experimentally imposed constraints on ways of communicating. In our first
investigation |2, 3~, we interviewed scientists who had recently published a co-authored article in
one of several prestigious journals. During these interviews, we asked them to describe how they
had communicated with their research partners from the time they first discussed the idea of a
joint project to the time they submitted their manuscripts for publication. These individuals were,
of course, free to choose how they would communicate. The most likely alternatives were that
they would either meet to discuss their work, or that they would exchange documents containing
their research plans and, later, interim drafts of their work.

ARTICLE NO: 17

What motherhood has taught me about management?

Publication: Women in Business, Thursday, May 1 2003

ABSTRACT:

What does running a corporation, with customer, financial and personnel responsibilities, have in
common with being a mother?

I have discovered in my experience of being the mother of two that the everyday lessons I use
with my family are of enormous value when tackling the tough day-to-day decisions involved in
running a successful business. That's not to say that formal business schooling and on-the-job
training should be completely cast aside. That type of education is invaluable when managing a
business. However, the lessons a mother learns are unique, and I have found that mothers often
are surprised at what they already know about being an effective manager, based on the everyday
experiences in their homes.

Reward the Batting Whiffs and Belly Flops

No one likes to fail. For toddlers, teenagers, adults and the elderly, failure can be a difficult and
sometimes debilitating fact of life. However, failure brings about many defining moments and
important lessons that success never would. Children (and adults) can't always see this and often
get extremely discouraged if they don't succeed the first time out. However, that doesn't mean
that parents should shield their children from all disappointments, failures or stressful situations.

ARTICLE NO: 18

Being your own boss. (Personal Futures).

Publication: The Futurist, Wednesday, January 1 2003
ABSTRACT:
Millions of workers have left corporate America to pursue small-business ownership not for the
money, but for the lifestyle benefits that going solo affords. In Not Just a Living, a practical
guide to self-employment, freelance writer Mark Henricks shares
start-up stories and experience-driven advice from "lifestyle entrepreneurs" in a range of fields.

Indulging your passions, having more control over your time, and being your own boss are just a
few of the many perks that come with lifestyle entrepreneurship. But not all disgruntled office
workers should quit their desk jobs for the seemingly greener pastures of self-employment, the
author warns. Working for yourself may be personally fulfilling, but the first years can be
financially stifling--particularly if you have little capital at the outset. "You will need to earn
about 6% more than you did in your old job just to break even on take-home income," Henricks
says.
That income could be elusive if you're not technologically prepared for self-employment, so
Henricks lists the basic technologies of many small companies: computers, printers, copiers and
scanners, fax machines, and wireless communications. Before buying one of each, however,
assess your precise needs for the business, keeping in mind not only price and size, but also the
time you're willing to invest in learning how to master the glimmering gadgets that beckon from
storefront windows.
Henricks's other tips include how to assess whether self-employment is right for you, how to
choose the right industry, how to finance your fledgling business, and how to ultimately end your
involvement when you feel the time has come.

ARTICLE NO: 19

Facilitating teamwork
By Boyd, Publication: Business Credit, Wednesday, November 1 2000

ABSTRACT:
Having accepted the concept and value of teamwork, the question of how one goes about
accomplishing this task comes to light. What are the steps or procedures that will make
teamwork a reality and an effective tool for the credit manager? Clearly, the importance of
facilitation should be understood.
By basic definition facilitation is "enabling groups to succeed" (justice, 1999). A more complete
version of the definition states that facilitation is "the design and management of structures and
procedures that help a group do its work and minimize the common problems people have
working together"(p.5). Facilitation involves three specific steps. Justice identifies these steps as
Facilitation Phases: Preparation; Group Work; and Follow-up. This article will present and
expand on each of these phases.
Before discussing the phases, it should be understood that there are certain basic skills that will
be required if the facilitator is to be effective. These skills include the following:
ARTICLE NO: 20

Staff Teambuilding: From Theory To Technique

Publication: Corrections Today, Thursday, December 1 2005

ABSTRACT
Correctional environments are increasingly turning to team projects to address the strategic
issues of the agency and to develop staff in areas of interdependence and leadership. Team
structures are no longer made up of primarily homogeneous groups of uniformed officers, but
also of citizens, public officials, formed staff, private contractors and volunteers. Teams in the
correctional work environment are being called upon to manage challenging projects, bridge
relations among diverse participants (both in the institution and community) and to generate
innovative solutions and action plans toward strategic agendas. In theory, teams can accomplish
much, but what about those situations where a team becomes fragmented, unproductive or never
truly forms as a team at all? The response lies in teambuilding, but the actual approach to that
response is everything.

Teambuilding, theoretically, is a concerted response to keep team conflicts down and

performance up. A team is created once a group of individuals begins to focus on a common
vision, mission or goal and can direct their activities toward that purpose. But there are
developmental stages of teams that can advance or slow these efforts. Some teams become stuck
in initial stages where members are still forming relationships and expectations of one another,
while others hit roadblocks due to some emerging challenges or abrupt changes along the way.
Regardless, supervisors observing or sensing these issues often look for teambuilding
interventions to get teams back on a productive track, and will call upon the services of in-
service training staff or outside consultants. However, there is more to facilitating teambuilding
for staff than just placing the call for services.

ARTICLE NO: 21
Teamwork succeeds by making "norms" normal
By Mark Spaulding, Converting Magazine
Date: Saturday, June 1 2002
ABSTRACT:

Team work is a common theme underlying the several converter features this month. From
Venture Tape's product development teams to the team effort certainly required to launch a new
company such as Technipac, the five converters profiled exemplify how teamwork, properly
applied, can mean success for any business.

Unfortunately, the way many managers today attempt to build teams isn't very effective. A
single-day retreat or an in-house training session is not cure-alls. Real teambuilding starts a core
and pervades every department and employee.
How can you look beyond surface issues and build a team from the inside out? According to
Deborah Estes, a lecturer on learning modes and communication styles with the Estes Group,
Inc., Sherman, TX, the solution should be to develop norms by which your company will
operate.
"Norms are the standards or expectations individuals or groups agree to operate by while
working together," Estes says. When norms are in place, productivity is maximized in a positive
setting and ensures that every person feels respected and valued. Unlike rules, norms are guiding
principles people voluntarily agree to follow. Estes suggests these norm-building tasks:
1. Let employees identify their own norms. Because employees are the lifeline of your
organization, they should personally identify which principles are most important to
them. Delve into the definition of a norm, such as "respect" or "patience," so there will
be less confusion over how they should implement the norm.
2. Celebrate your company's norms and the resulting success. As employees align at the
core to what the company stands for, they'll work creatively together to solve
challenges, Estes says. At such moments, recognize your team for a job well done or
post accomplished goals on a bulletin board or via an Intranet or corporate e-mail. Such
positive reinforcement of norms will keep the spirit of teambuilding alive.
In today's business world, norms are essential elements for any team. By establishing norms, the
results will be a cooperative team where all members perform their best.
ARTICLE NO: 22
PARTICIPATIVE development and training for business processes in industry: MINNA

International Journal of Technology management. Geneva: 2001. Vol. 22, Iss. 1,2,3; pg. 233

ABSTRACT;

Simulation games have been carried out and studied in different industrial organizations over the
past ten years though these have been more focused during the last four years. According to
these research results the participative simulation game method has proven to be an effective
facilitator in business process development and training in industrial organizations. This article is
based on 32 case studies, including 88 simulation games, which are briefly described. The
primary aim is to describe how the social simulation game method is used in training and
participative development for different processes and purposes. Results indicate that the method
enables individual learning as well as promotes both single-loop and double-loop types of
organizational learning. The simulation game method underscores the problems and
development needs of the simulated business processes. The short-term and long-term qualitative
(soft) and quantitative (hard) as well as the so-called future results and implications of the cases
in implementation are reported and discussed.

ARTICLE NO: 23
The problem of using hierarchy for implementing organizational
innovation
International Journal of Technology MANAGEMENT. Vol. 26, Iss. 8; pg. 903

ABSTRACT

Neither science nor practice seems to regard the implementation of a continuous improvement
(CI) program as a problematic organizational innovation. Many organizations do not regard CI
implementation as a major change and attend to use their existing hierarchy to organize and
manage the process. There is no specific literature ON CI program implementation processes.
This ARTICLE shows that the implementation of a CI program is a non-trivial and actually
problematic process, especially if the program is implemented using the existing hierarchy. Two
case studies are presented to illustrate and discuss the problems related to this strategy, showing
that the hierarchical approach is not suited for furthering, detailing and implementing the general
ideas behind CI. Yet, this is exactly what this design-and-learn type of organizational innovation
needs. In our case studies, all the people involved need to learn about the CI program, appreciate
its value and develop their role in it. Using the existing hierarchy does not seem to enable this.
Rather, CI appears to need what could be called 'PARTICIPATIVE embedding'.

ARTICLE NO: 24
Innovation MANAGEMENT in networks of entrepreneurial firms
International Journal of Entrepreneurship and Innovation MANAGEMENT. Milton Keynes:
2005. Vol. 5, Iss. 1, 2; pg. 69

ABSTRACT

The emergence of the knowledge era has put firms in a far more demanding environment. The
abundance of information placed at the disposal of companies, shorter product life cycles and
more demanding customers have become the norm. In this turbulent environment, technology-
based entrepreneurial firms, such as New Technology-Based Firms (NTBF), are coping with
enormous challenges to develop and deliver competitive products in spite of limited internal
resources such as money, reputation and knowledge. Networks allow the entrepreneurs to
overcome this resource shortage by tapping external resources without losing their flexibility and
efficiency. This ARTICLE introduces an innovation MANAGEMENT process for
PARTICIPATIVE networks of entrepreneurial firms, which covers the idea finding, project
developing and innovation project phases. Based ON interview case studies in Switzerland,
MANAGEMENT practices are described. [PUBLICATION ABSTRACT]

ARTICLE NO: 25
Participative decision making and employee performance in different
cultures:
Academy of Management Journal. Briarcliff Manor: Oct 2002. Vol. 45, Iss. 5; pg. 905

ABSTRACT

Whereas many researchers have examined relationships between participative decision making
and employee outcomes such as task performance, job satisfaction, and turnover, only equivocal
conclusions can be drawn from existing research on the relationship between participative
decision making and job performance. Therefore, the present study focused on testing the
moderating effects of societal culture and psychological variables on group and individual
performance. The relationship between perceived participative decision making and employee
performance was examined in matched samples of employees from the Hong Kong and US
branches of one organization. Self-efficacy in regard to participating in decisions and
idiocentrism moderated the relationship between perceived participative decision-making
opportunity and individual performance. Perceptions of the participation efficacy of a work unit
and all centrism moderated the relationship between participative decision-making opportunity
and group performance. Idiocentrism and all centrism appeared to explain regional differences in
how participative decision making and efficacy perceptions interacted to predict performance.

AARTICLE NO: 26
Participation, Satisfaction, and Productivity :
Academy of Management Journal. Briarcliff Manor: Dec 1986. Vol. 29, Iss. 4; pg. 727, 27 pgs

ABSTRACT:

A meta-analytic literature review was conducted to test cognitive, affective, and contingency
models of the effects of participation in decision making on employees' satisfaction and
productivity. A total of 41 estimates of the effect of participation on satisfaction and 25 estimates
of the effect of participation on productivity were found in journals from social psychology,
management, organizational behavior, and communication. Results provided some support for
cognitive models and strong support for affective models linking participative climate with
worker satisfaction. However, no support was found for contingency models. It also was found
that methodological variations, such as research setting and type of participant, were important
moderators in subgroup analyses. Finally, specific organizational factors enhanced or constrained
the effect of participation.

ARTICLE NO: 27
Managing participative budgeting in higher education
New Rochelle: Sep 1995. Vol. 27, Iss. 5; pg. 20, 10 pgs

ABSTRACT
The financial resources and public esteem of American higher education have plummeted
through this decade, while costs and challenges have skyrocketed. Three principal models of
participative budgeting decision-making are discussed, as are the basic principles.

Through this decade, American higher education has seen its financial resources and public
esteem plummet, while its costs and challenges skyrocketed. The causes of our problems are
evident: economic uncertainty, changing demographics with an increasingly nontraditional
student body, an apparently unbreakable cycle of higher tuition and higher student financial aid,
and unaffordable large administrative overheads and costs. The responses have entailed rounds
of reform, retrenchment, and re-engineering. From Yale to Stanford and the University of
Maine to the University of California, institutions have slashed budgets, cut positions and
personnel, and eliminated programs. Critics have asked tough questions about not only whether
higher education is doing things right but whether we are doing the right things.

Some campus administrations have reacted quickly to the fiscal crisis in a "top-down" approach.
They generate options centrally and make choices quickly with scant consultation that often
occurs after the budget is finished. As one mid-level administrator remarked about the process on
her campus, "The provost's budget briefing was so brief that it had the quality of 'Now you see it
and now you don't."

This is the familiar way that so many budgets have been prepared in higher education. Its
theoretical framework is that administrators are paid to manage the campus--which includes
preparing a budget--while faculty teach and students learn. Public institutions often have little
choice: state boards and legislatures slash appropriations even during the fiscal year, leaving
individual institutions with scant time to decide where to cut and no time at all to consult.

On other campuses, the administration attempts to involve various campus constituencies more
deeply in budgetary decision-making. There are three principal models:
Informational. The administration announces data about probable revenues and budget drivers
through memoranda and regular meetings of faculty and staff and may release interim reports as
decisions are made. These characteristics distinguish this model from the ex post facto "tog-
down" approach discussed previously. However, while individuals may comment, the
administration does not actively solicit feedback.

As we go from the informational model to the participative model, the process obviously
becomes more open and moves more slowly. It takes time to prepare "user-friendly"
communications materials for the campus, organize meetings and other vehicles for obtaining
reactions, and respond to questions and suggestions. Becoming more participative also increases
the risks of controversy, leaks of sensitive information and tentative decisions, and of a runaway
process resulting in a budget that may be unacceptable to the administration.

ARTICLE NO: 28
Managing Co-Operatively
Bradford: 1987. Vol. 9, Iss. 2; pg. 22, 5 pgs

ABSTRACT

At one level, the definition of a workers’ cooperative is a business that is owned and controlled
by its workforce. Cooperatives can be divided into 3 types: 1. the small business co-op,
characterized by a low commitment to cooperative values and limited democracy, 2. the
participative co-op, characterized by a commitment to develop some democratic decision making
within the constraints of the market and over time, and 3. the ideological co-op, characterized by
a commitment to cooperative principles at the expense of profitability. In theory, the vertical line
of management disappears in a cooperative and is replaced by self-discipline and an ultimate
recourse to general meetings as a way to resolve differences. In reality, management in many
cooperatives has developed to a very limited degree in this direction as a result of external and
internal constraints. These constraints extend into possible areas of control that cooperators may
have over other areas of their business, such as: 1. the product market, 2. finance, 3. work
organization, and 4. personnel practices and policies. Generally, the trade unions have supported
cooperatives.

ARTICLE NO: 29
Fact And Fiction In Analyzing Research On Perceptive Decius
Briarcliff Manor: Jan 1990. Vol. 15, Iss. 1; pg. 137, 10 pgs

ABSTRACT
A review by Cotton, Vollrath, Froggatt, Lengnick-Hall, and Jennings (1988) concluded that
previously reported discrepancies in the results among studies of participative decision making
(PDM) are mainly caused by differences in the form of PDM used. It is believed that Cotton et
al. used an invalid classification system and an arbitrary selection of studies for classification,
and have numerous errors in reporting the results of the studies. When these errors are corrected,
a very different set of conclusions are reached regarding the efficacy of diverse forms and
different outcomes of PDM. In a rebuttal, Cotton, Vollrath, Lengnick-Hall, and Froggatt agree
with Leana et al. that their results can be altered dramatically by excluding certain forms of
participation. However, Cotton et al. still contend that the outcome of employee participation
varies as a function of form. Rather than addressing the question of whether participation is
effective, the review focused on how different forms of participation are basically effective in
different contexts with selected outcome variables.

ARTICLE NO: 30
Participatory Forums and Influence
DICKSON, JOHN W. .. Academy of Management Journal. Briarcliff Manor: Dec 1982. Vol.
25, Iss. 4; pg. 915, 6 pgs

The distinction between formal and informal participation is relevant to an understanding of

employee participation in organizations. Some managers believe that an informal style of
EMPLOYEE PARTICIPATION can achieve more for the firm than formally prescribed
participation. This study examines whether the presence of formal participation bodies is
associated with higher levels of: 1. interaction, 2. communication to upper managers, 3.
communication from upper managers, 4. influence to upper managers, 4. influence from upper
managers, and 5. impact on decisions. Results on the investigation include: 1. Formal forums do
enhance perceptions of some component processes of participations, but perceived upper
managerial influence is unaffected by the existence of participatory bodies. 2. In staffing
decisions only, participatory forums are associated with a lower level of managerial influence. 3.
Communication with management is associated positively with all forms of participation, but
influence by management is not.
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