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This volume examines the different ways in which businesses can improve performance by cultivating more employee involvement in their jobs and in the organization itself. The first chapters review the history and empirical research in this area and make a case for greater employee participation in the workplace. Subsequent chapters survey the varieties of employee participation - quality of work, life programmes, quality circles, gain-sharing plans, self-directed work teams and employee ownership - with special attention to implementation. The final chapters summarize the success factors for better employee involvement systems.

Tabla de contenidos provista por Syndetics

• The Need for Employee Involvement
• Empirical Research and Models of Employee Involvement
• Quality of Work Life Programs
• Quality Circles
• Scanlon Plans and Other Gainsharing Plans
• Representative Participation
• Job Enrichment
• Self-Directed Work Teams
• Employee Ownership
• Overall Findings and Future Directions for Research
• Final Conclusions

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CHOICE Review

If you only read one book on employee involvement, this is the one. Written by a university professor, Employee Involvement combines empirical research findings, a thorough review of the literature, and a practical understanding of what really works in the real world, into a comprehensive analysis of a wide range of employee participation programs. Drawing from organizational behavior, human resource management, and industrial relations, this provocative volume provides detailed insights about different approaches to employee involvement--how they work, expected results, general applicability, and methods of implementation. The result is a scientific and realistic treatise about what is needed to involve employees more meaningfully in their work. The book is divided into 11 chapters, plus a comprehensive reference section. Among the employee involvement approaches covered are quality of work life, quality circles, Scanlon plans, representative participation, job enrichment, self-directed work teams, and employee ownership. Two concluding chapters provide a useful summary of findings and conclusions, as well as an overview of areas where additional research is needed. Advanced undergraduate through faculty. T. Gutteridge; University of Connecticut