Chapter 1 High-involvement Work Processes and Systems: A Review of Theory, Distribution, Outcomes, and Tensions

2019 ◽  
pp. 1-52 ◽  
Author(s):  
Peter Boxall ◽  
Meng-Long Huo ◽  
Keith Macky ◽  
Jonathan Winterton
Keyword(s):  
Work Processes ◽  
High Involvement

Individual reactions to high involvement work processes: Investigating the role of empowerment and perceived organizational support.

2009 ◽  
Vol 14 (2) ◽  
pp. 122-136 ◽  
Author(s):  
Marcus M. Butts ◽  
Robert J. Vandenberg ◽  
David M. DeJoy ◽  
Bryan S. Schaffer ◽  
Mark G. Wilson
Keyword(s):  
Organizational Support ◽  
Perceived Organizational Support ◽  
Work Processes ◽  
High Involvement

Intervening individual and contextual variables in high-involvement work processes

2003 ◽  
Author(s):  
Robert J. Vandenberg ◽  
Bryan S. Schaffer ◽  
Marcus Butts ◽  
Shannon Griffin-Blake ◽  
David DeJoy ◽  
...  
Keyword(s):  
Contextual Variables ◽  
Work Processes ◽  
High Involvement

High Involvement Work Processes

2018 ◽  
pp. 308-323 ◽  
Author(s):  
Manu Melwin Joy
Keyword(s):  
Information Technology ◽  
Negative Impact ◽  
Questionnaire Data ◽  
Work Processes ◽  
High Involvement ◽  
Technology Sector ◽  
Withdrawal Behaviors ◽  
Software Engineers ◽  
Employee Withdrawal ◽  
The Relationship

The purpose of this chapter is to examine the effect of high involvement work processes on employee withdrawal behaviors in information technology sector in India. It draws from the structured questionnaire data from 300 software engineers working in Infosys, CTS, and HCL. Data was analyzed to find out details related to the relationship between high involvement work processes and employee withdrawal behaviors. It was found that high involvement work processes have a strong negative impact on withdrawal behaviors. The relationship was found to be stronger in the case of work withdrawal behaviors compared to that of job withdrawal behaviors.

How High-Involvement Work Processes Increase Organization Performance

2013 ◽  
Vol 49 (4) ◽  
pp. 413-436 ◽  
Author(s):  
Mark A. Kizilos ◽  
Chailin Cummings ◽  
Thomas G. Cummings
Keyword(s):  
Organization Performance ◽  
Work Processes ◽  
High Involvement

The Impact of High Involvement Work Processes on Organizational Effectiveness

1999 ◽  
Vol 24 (3) ◽  
pp. 300-339 ◽  
Author(s):  
Robert J. Vandenberg ◽  
Hettie A. Richardson ◽  
Lorrina J. Eastman
Keyword(s):  
Organizational Effectiveness ◽  
Work Processes ◽  
High Involvement ◽  
The Impact

Which conditions foster high-involvement work processes? A synthesis of the literature and agenda for research

2015 ◽  
Vol 39 (1) ◽  
pp. 27-47 ◽  
Author(s):  
Peter Boxall ◽  
Jonathan Winterton
Keyword(s):  
Decision Making ◽  
Private Sector ◽  
Production Systems ◽  
Well Being ◽  
Economic Incentives ◽  
Working Environment ◽  
Work Processes ◽  
Work Process ◽  
High Involvement ◽  
Worker Perceptions

High-involvement models of working are associated with high levels of worker influence over the work process, identified through worker perceptions of their jobs and working environment. This article reviews what is known about the conditions that foster the adoption of such models. Drawing on studies of worker participation in management since the 1950s, the article seeks to understand what explains the dispersion of high-involvement work processes in the private sector. In terms of understanding the potential for worker involvement in decision-making, the article argues that it is important to analyse the way in which managers develop production systems in firms. A range of conditions in manufacturing and in services are then discussed. While economic incentives are critical, the ongoing existence of societal differences, including a pronounced ‘Nordic effect’, suggests that economically unattractive environments do not necessarily lack opportunities to enhance worker well-being through greater involvement.

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