Employee Participation Programs: Implications for Productivity Improvement

1983 ◽  
Author(s):  
Susan Albers Mohrman ◽  
2017 ◽  
Vol 61 (2) ◽  
pp. 51-68 ◽  
Author(s):  
Wolfgang Georg Weber ◽  
Hans Jeppe Jeppesen

Abstract. Connecting the social cognitive approach of human agency by Bandura (1997) and activity theory by Leontiev (1978) , this paper proposes a new theoretical framework for analyzing and understanding employee participation in organizational decision-making. Focusing on the social cognitive concepts of self-reactiveness, self-reflectiveness, intentionality, and forethought, commonalities, complementarities, and differences between both theories are explained. Efficacy in agency is conceived as a cognitive foundation of work motivation, whereas the mediation of societal requirements and resources through practical activity is conceptualized as an ecological approach to motivation. Additionally, we discuss to which degree collective objectifications can be understood as material indicators of employees’ collective efficacy. By way of example, we explore whether an integrated application of concepts from both theories promotes a clearer understanding of mechanisms connected to the practice of employee participation.


1983 ◽  
Vol 38 (4) ◽  
pp. 468-472 ◽  
Author(s):  
Raymond A. Katzell ◽  
Richard A. Guzzo

2017 ◽  
Vol 23 (1) ◽  
pp. 52-63
Author(s):  
Titik Nurbiyati

Human resource management (HRM) is a recognition of the importance of human labor as vital resources that contribute to the goals of the organization, and utilization of multiple functions and activities to ensure that they are used effectively and fairly for the benefit of individuals, organizations, and society. Now human resource management has a unique and timely opportunity to improve productivity. Eventhough, productivity improvement does not means only increase the output. In addition, the evaluation of program responsibles and meets the special needs of employees with efficient cost. It is a very effective manner that very important, as organizations are tempted to cut costs and improve quality in their company. Without evaluation, it is very difficult to demonstrate that the development is the reason for the improvement. Human Resources Development can maintain and support productivity, as well as company isolate of lack of expertise of the human resources for the current job and future. The results are used in evaluating development programs include participant satisfaction with the training and development program development, learning knowledge or skills, the use of knowledge and skills on the job, and the results such as sale, productivity, or the prevention of accidents. Evaluation can also compare costs against benefits that receive development (return on investment).


2019 ◽  
Vol 73 (8) ◽  
pp. 779-783
Author(s):  
Hideo Yamamoto ◽  
Satoshi Wada ◽  
Mitsuru Komatsu ◽  
Masayuki Murano

2018 ◽  
Vol 11 (8) ◽  
Author(s):  
Jagdeep Singh ◽  
Surjit Kumar Gandhi ◽  
Harwinder Singh ◽  
Navjot Singh

2020 ◽  
Vol 13 (2) ◽  
Author(s):  
Prof. ravi Nagaich ◽  
Sanjay Sahu

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