Organization Development and

Change

Chapter Fifteen:
Employee Involvement

Thomas G. Cummings
Christopher G. Worley
 Learning Objectives
for Chapter Fifteen
To understand the principle
characteristics of employee
involvement interventions
To understand the three
predominant applications of
employee involvement

Cummings & Worley,9e (c) 15-2

Employee Involvement

Employee involvement seeks to

increase members input into decisions
that affect organization performance
and employee well-being.
Employee involvement (EI) is the broad
term for diverse approaches to gain
greater participation in relevant
workplace decisions.

Cummings & Worley,9e (c) 15-3

Employee Involvement
Power
Extentto which influence and authority
are pushed down into the organization
Information
Extent
to which relevant information is
shared with members
Knowledge and Skills
Extent to which members have relevant
skills and knowledge and opportunities to
gain them
Rewards
Extent to which opportunities for internal
and external rewards are tied to
effectiveness
Cummings & Worley,9e (c) 15-4
 EI and Productivity
Improved
Communication
and Coordination

Employee Improved
Improved Productivi
Involveme
Motivation ty
nt
Interventi
on
Improved
Capabilities

Cummings & Worley,9e (c) 15-5

 Secondary Effects of EI on
Productivity

Employee
Attraction and
Well-being and Productivity
Retention
Satisfaction

Employee
Involvement Productivity
Intervention

Cummings & Worley,9e (c) 15-6

Employee Involvement
Applications

Cummings & Worley,9e (c) 15-7

Parallel Structure
Application Stages
Define the parallel structures purpose
and scope
Form a steering committee
Communicate with organization members
Form employee problem-solving groups
Address the problems and issues
Implement and evaluate the changes

Cummings & Worley,9e (c) 15-8

High Involvement
Organization Features
Flat, lean organization Extensive training
structures programs
Enriched work Advanced reward
designs systems
Open information Participatively
systems designed personnel
Sophisticated practices
selection and career Conducive physical
systems layouts
Cummings & Worley,9e (c) 15-9
TQM Application Stages
Gain long-term senior management
commitment
Train members in quality methods
Start quality improvement projects
Measure progress
Rewarding accomplishment

Cummings & Worley,9e (c) 15-10

Demings Quality Guidelines
Create a constancy of Drive out fear
purpose Break down barriers
Adopt a new between departments
philosophy
Take action to
End lowest cost
purchasing practices accomplish
Institute leadership transformation
Eliminate empty Improve processes
slogans constantly and forever
Eliminate numerical Cease dependence on
quotas
mass inspection
Institute on-the-job
training Remove barriers to
Retrain vigorously pride in workmanship
Cummings & Worley,9e (c) 15-11
Demings Seven Deadly Sins
Lack of constancy of purpose
Emphasizing short-term profits and
immediate dividends
Evaluation of performance, merit rating,
or annual review
Mobility of top management
Running a company only on visible
figures
Excessive medical costs
Excessive costs of warranty
Cummings & Worley,9e (c) 15-12