Adoption of Employee Involvement Practices: Organizational Change Issues and Insights

Benson, George S.; Kimmel, Michael; Lawler, Edward E.

doi:10.1108/s0897-3016(2013)0000021011

Cited by 21 publications

(16 citation statements)

References 113 publications

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“…Applicability and design of self-organised teams Self-organised teams are not suited for all organisations; and they have produced mixed results in respect to employee behavioursuch as higher turnover and absenteeism (Kirkman et al, 1999;Benson et al, 2013). Such mixed outcomes might be associated with organisations that have limited resources do not devote sufficient time to training, coaching, and supervision of a newly formed self-organised teams.…”

Section: Self-organised Teams and Agile Leadershipmentioning

confidence: 99%

“…Employees whose tasks are centred on low-level routine activities or tasks of a repetitive nature may achieve higher productivity under a traditional leadership model (Batt, 1999); and that time spent in training and quality circles (group problem-solving) decreases productivity, at least in the short term (Benson et al, 2013;Goncalves, 2006). Research by Erez et al (2002) showed that self-organised teams have resulted in mixed effectiveness depending on environmental circumstances (Herre, 2010); and indicated that use of peer evaluations and rotating leadership roles promoted better workload sharing and cooperation.…”

Section: Ijppm 641mentioning

confidence: 99%

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Improving productivity with self-organised teams and agile leadership

Parker

Holesgrove

Pathak

2015

International Journal of Productivity and Performance Management

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Purpose-Many organisations remain adverse to self-organised teams. The reasons are non-trivial and complex, but it is suspected that not willing to let go to direct control by senior management is at the root cause. There is a perceived security in following traditional, hierarchical chains of command under the guise of reducing risks and maintaining efficiency. The purpose of this paper is to describe the development of a research agenda that will empirically test in the field a range of widely held assumptions around leadership of self-organised teams. In total, 23 companies have agreed to participate in the proposed longitudinal research. Design/methodology/approach-An extensive literature review has identified extant theories, frameworks, and methodologies adopted by researchers to gain greater understanding of self-organised teams. This knowledge will be used as the basis for generating hypotheses for subsequent testing in the field. Findings-There is a considerable knowledge base established for self-organised teams. However, there is limited understanding of the benefits or detrimental effects of self-organised teams on organisational productivity and the appropriate style of leadership. This initial research has identified several hypotheses that will be used to develop questionnaires and instruments for information collection. Research limitations/implications-The tools and techniques presented in this article need to be adapted to the organisation's specificities as well as to the contextual situation. Practical implications-The work is of significant practical use. The research will be completed in a number of companies. There will be continuous input from operational and executive management. The findings from the work will be disseminated through various channels including workshops and conferences. Companies implementing and using self-organised teams will benefit from the knowledge generated. Social implications-Self-organised teams are used in a variety of settingscommercial businesses, not-for-profit, NGOs. The work will explore issues around behavioural networks and inter-intra-team relationships. Originality/value-There is much rhetoric around the adoption and uses of self-organised teams, yet there appears to be little understanding of the effect of leadership style of these teams and effect on productivity. This work will therefore contribute to the understanding of self-organised teams. While prior research has been conducted in the motivational and behavioural implications of self-organised teams, the knowledge is at best scant when leadership models for self-organised teams and operational factors are explored.

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Section: Self-organised Teams and Agile Leadershipmentioning

confidence: 99%

Section: Ijppm 641mentioning

confidence: 99%

Improving productivity with self-organised teams and agile leadership

Parker

Holesgrove

Pathak

2015

International Journal of Productivity and Performance Management

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“…In the introduction, we mentioned several factors associated with the success and sustainability of the improvement programmes, including creating understanding and motivation, establishing and communicating a vision and strategy, committed leadership, involving employees in change activities, creating short-term wins and alignment with the value system (e.g. Appelbaum et al, 2012;Beer & Nohria, 2000;Benson et al, 2013;Burnes, 2011;Kettinger & Grover, 1995;Kotter, 1995). We were able to identify all the factors mentioned above in our present case study.…”

Section: Discussionmentioning

confidence: 99%

“…A number of prescriptions on how to manage improvement programmes exist, such as creating understanding and motivation, establishing and communicating a vision and strategy, committed leadership, involving employees in change activities, creating short-term wins and alignment with the value system (e.g. Appelbaum, Habashy, Malo, & Shafiq, 2012;Beer & Nohria, 2000;Benson, Kimmel, & Lawler, 2013;Burnes, 2011;Canning & Found, 2015;Higgs & Rowland, 2011;Kettinger & Grover, 1995;Kotter, 1995). In the literature, these prescriptions are often presented as general recommendations for any particular organisational change initiative.…”

Section: Introductionmentioning

confidence: 99%

From successful to sustainable Lean production – the case of a Lean Prize Award Winner

Poksińska

Swartling

2018

Total Quality Management & Business Excellence

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Many improvement programmes often fail to sustain over an extended period of time. Previous research suggests that a similar set of factors influence the success and sustainability of an improvement programme. The purpose of this paper is to make a distinction between the success and sustainability of improvement programmes, and to identify mechanisms that specifically contribute to the sustainability. In this paper, we study a sustainable improvement programme from the perspective of complexity theories that stress the importance of studying change as a dynamic process of interacting elements and events unfolding in time. We conducted a longitudinal, indepth case study of a Swedish Lean Prize Award Winner where a Lean improvement programme was studied over 9 years. An improvement programme is successful if goals are achieved and the targeted problems are resolved. Furthermore, the first-order sustainability means the ability to sustain results and the second-order sustainability means the ability to keep an improvement programme alive. The lessons identified from complexity theories, such as destabilising the organisation, ensuring novelty and constant flow of change or self-organisation at the team level, are examples of mechanisms important to achieve the sustainability of the improvement programme.

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“…Whilst part of the literature has argued that, if not managed properly, EI may reinforce power asymmetries between privileged groups and minorities, thus nurturing discriminatory practices at work (Constant et al, 2009), it is expected to lower the perceived fear and uncertainty associated with organizational transition (Sahoo, 2014). Increased EI implies the establishment of positive sensations with OC (Sharma and Venkateswaran, 2020), that foster ethical conducts during the transition process and, consequently, reduce the risks of unfair treatment and discrimination (Benson et al, 2013;Sharif and Scandura, 2014). In addition, EI discourages OC cynicism (Brown and Cregan, 2008) and improves interpersonal relations during processes of change (Palumbo et al, 2017).…”

Section: Preventing the Side Effects Of Organizational Change On Discriminationmentioning

confidence: 99%

For better or for worse? Handling the side effects of organizational change on workplace discrimination

Palumbo

Manna

2020

JOCM

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PurposeOrganizational change (OC) triggers uncertainty and ambiguity, which have side effects for individual and groups. Even though scholars and practitioners have generally conceived OC as a remedy for workplace discrimination (WD), it may determine opportunistic behaviors, which increase the risks of discrimination at work. The article discusses the direct and indirect effects of OC on WD, investigating the moderating role of organizational meaningfulness (OM) and employees' involvement (EI).Design/methodology/approachSecondary data were collected from the Eurofound's European Working Conditions Survey (EWCS). The sample included 33,024 European employees. A double moderation analysis based on the bootstrapping method was designed to collect evidence on the direct effects of OC on WD and on the indirect effects moderated by OM and EI.FindingsOC was found to generate greater discrimination at work. People who were not informed about change and those who were not allowed to express their opinion about change were more likely to report discrimination. OM and EI performed as significant moderators of the side effects of OC on WD.Practical implicationsRestructurings and reorganizations are tricky processes. The uncertainty and ambiguity produced by OC might negatively affect interpersonal relationships at work and organizational practices, paving the way for overt and/or explicit discrimination. The construction of clear and shared senses around change is crucial to curb the drawbacks of organizational transitions on workplace discrimination. EI is essential to improve organizational sensemaking of change processes and to establish a positive organizational climate, which prevent the occurrence of WD.Originality/valueLiterature has overlooked the negative implications of OC on WD. The study findings emphasize that organizational transitions may trigger discrimination, creating greater uncertainty and ambiguity in the workplace. OM and EI allow overcoming ambiguity and increase the employees' ability to deal with uncertainty, addressing the side effects of OC on WD.

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Adoption of Employee Involvement Practices: Organizational Change Issues and Insights

Cited by 21 publications

References 113 publications

Improving productivity with self-organised teams and agile leadership

Improving productivity with self-organised teams and agile leadership

From successful to sustainable Lean production – the case of a Lean Prize Award Winner

For better or for worse? Handling the side effects of organizational change on workplace discrimination

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