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353). The authors give the example that when organizations wish to increase their employee participation in decision making, this strategy must be accompanied by skill training in communication and group problem solving (p. 353).
All three of these facets improve employee satisfaction and well-being, due to an improved work environment and a more rewarding job. In a cyclical nature, improved productivity also increases satisfaction, especially when there are greater rewards associated with this increased productivity. Improved employee satisfaction, that's a result of employee involvement strategies and increased productivity, can have a secondary impact on the organization. This high level of employee satisfaction can further positively affect productivity by attracting the best employees and help ensure the retention of these valuable organizational resources (Cummings and Worley, 2007, p. 353).
Conclusion:
In the end, today's businesses are facing more competition than ever before. No longer are they simply competing with similar organizations, in their own geographic area, with similar cost structures. Today, competition comes at businesses from all four corners of the globe. For this reason, increased productivity is often a top concern, as it is a primary means of increased competitiveness. One method of increasing productivity is through the use of employee involvement strategies....
Sometimes known as empowerment, engagement, participative management, high involvement, work design, quality of work life, and industrial democracy, the goals are the same. Employee involvement strategies not only increase productivity, but also improve coordination and communication, improve employee motivation, and enhance individual capabilities. The ancillary effects of improved employee well-being and job satisfaction also positively affects productivity. However, to be effective in improving productivity, four elements must be addressed in any employee involvement strategy. These include: power, information, rewards, and knowledge and skills. Improvement in three or less of these elements results in little to no improvement in productivity.
References
Cummings, T.G., & Worley, C.G. (2007). Organization Development and Change (8th ed.). s.l.: Academic Internet Publ.
Rosso, a. (Oct 2010). "Awakening corporate soul." Collector, 76(3). p. 18-20.
The influence of employee involvement on productivity: A review of research -- June 2000. (22 Jun 2006). Retrieved December 6, 2010, from http://www.hrsdc.gc.ca/eng/cs/sp/hrsd/prc/publications/research/2000-002584/page03.shtml.
Wolf, E. & Zwick, T. (Apr 2008). "Reassessing the productivity impact of employee involvement and financial incentives." Schmalenbach Business Review, 60(2). o. 160-181.
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