Home About us Contact
|
Home About us Contact | ||
|
|
||
Employee Participation (employee + participation)
Selected AbstractsEmployee participation and union voice in the National Health ServiceHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2004Stephen Bach This article examines the role of trade unions in the health service at workplace level under the Labour government's modernisation agenda, and focuses on the shifting balance between forms of direct and indirect participation drawing on case studies of three acute hospital trusts. There has been a strong growth in forms of direct communication within the case study trusts and some increase in direct participation among professional groups. Despite this ,dualism' in employment relations, however, the target culture of the NHS has precluded the development of effective voice mechanisms. The policy implications for trade unions and the implications for the implementation of NHS pay modernisation are considered. [source] Determinants of participation and nonparticipation in job-related education and training in Shenzhen, ChinaHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2004Jin Xiao In the fast-growing market-oriented economy of Shenzhen, China, most employees have continued to participate in job-related education and training. We argue that as firms have acquired autonomy in their operations and individuals have gained the right to pursue their personal occupational aspirations, non,state-sponsored education and training systems for the working population have developed to respond to the demands from firms, as well as individuals. With survey data from 3,475 employees in seventy-six firms from Shenzhen, this study uses a multinomial model to examine patterns in employee participation in job-related education and training. There are basically four options open to employees: taking part in education and training provided by a firm to its own employees, enrolling in education and training offered by institutions outside the firm, availing themselves of both options simultaneously, or not participating. Our findings suggest that these four groups of employees vary in terms of their cultural and symbolic attributes, their individual socioeconomic attributes in relation to their workplace, and the economic attributes of their firm. [source] Profit-sharing plans and affective commitment: Does the context matter?HUMAN RESOURCE MANAGEMENT, Issue 2 2009Alberto Bayo-Moriones Abstract This article analyzes the relationship between profit-sharing plans (PSP) and affective commitment and how it is affected by the context of the PSP application. Overall, there is a positive relationship between profit sharing and commitment that is strongest in very small firms. The efficacy of a PSP in improving employees' affective commitment appears to be greatest in firms with low job-related employee participation. Its application in workplaces where employees enjoy high levels of participation appears to have little impact and may even result in slight declines in affective commitment. © 2009 Wiley Periodicals, Inc. [source] Performance management and assessment: Methods for improved rater accuracy and employee goal settingHUMAN RESOURCE MANAGEMENT, Issue 4 2004Manuel London This article examines the gaps between research and practice in the areas of rater accuracy and goal setting. Prior research has shown that human resource managers may incorrectly believe that training raters to recognize errors will increase rater accuracy and that employee participation in goal setting is more effective than assigning goals. Theory-based research suggests ways to help raters recognize expected performance and enable employees to self-regulate their pursuit of goals. We describe applications of these findings to performance management programs and suggest methods for evaluating their effectiveness once implemented. © 2004 Wiley Periodicals, Inc. [source] Public sector training participation: an empirical investigationINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 2 2001Reid A Bates This study tests a mediated model of employee participation in training activities in a public sector highway department. Results showed the combined predictor sets accounted for a significant proportion of the variance in an objective measure of training attended, a self-report measure of training attended, and intentions to participate in future training. Although the proposed mediated model was not supported, the findings suggest that previous transfer success and motivation play a significant role in intentions to participate in training. [source] Buyer-Supplier Relationships and Organizational HealthJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 2 2003Marie McHugh SUMMARY This article examines the relationship between organizational health and buyer-supplier relationships. Contemporary research has emphasized the need for organizations to move toward closer cooperation. The decision to engage in partnership arrangements is one that has major implications for buyers and suppliers. Using evidence from an exploratory case study, the challenges presented in developing a close, cooperative, and mutually beneficial trading relationship between a buyer and a supplier, where one partner, the buyer, is in a powerful position, are investigated. It is argued that powerful buyers can seriously damage organizational health. The findings provide evidence that it is essential to promote communication structures that encourage dialogue, consultation, and employee participation in decisionmaking. This is particularly important where decisionmaking could benefit from the in-depth technical knowledge of middle and junior managers and shopfloor workers. [source] Updating the Determinants of Firm Performance: Estimation using the 1998 UK Workplace Employee Relations SurveyBRITISH JOURNAL OF INDUSTRIAL RELATIONS, Issue 3 2001John T. Addison We examine the determinants of establishment performance in the UK, using cross-sectional data from the 1998 Workplace Employee Relations Survey to replicate research by Fernie and Metcalf (1995) who used data from the 1990 Workplace Employee Relations Survey; specifically, we test whether employee representation, contingent pay and efforts to boost employee participation affect a set of economic and industrial relations outcome indicators in the manner they suggest. We also re-estimate the influential WERS90-based study of Machin and Stewart (1996) on the links between union status and financial performance. In both cases we report very different results. [source] | ||||||||||