Employee Involvement: Utilization, Impacts, and Future Prospects

Benson, George S.; Lawler, Edward E.

doi:10.1002/9780470713365.ch9

Cited by 18 publications

(14 citation statements)

References 52 publications

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“…Por ello, una combinación coherente de prácticas de recursos humanos debe ser estratégicamente diseñada para construir un sistema de recursos humanos eficiente (Marchington & Grugulis, 2000). Estos sistemas deben, por lo tanto, ser capaces de aprovechar las sinergias que de ellos se deriven y mejorar el desarrollo de la estrategia de negocio (Benson & Lawler, 2003;Wright & McMahan, 1992).…”

Section: El Ajuste Horizontal En La Formulación De La Estrategia De Runclassified

A theoretical model about the double strategic fit of the HRM strategy: Employees’ perceptions as connector between formulated and implemented HR practices

García-Carbonell

Alcázar

Gardey

2013

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ResumenObjeto: Partiendo de los resultados inconsistentes que la literatura ha mostrado acerca de la relación entre el rendimiento organizativo y la dirección de recursos humanos, este estudio discute la asociación entre ambas variables desde una perspectiva de proceso. Para ello, el artículo propone un modelo teórico que diferencia entre el doble ajuste (vertical y horizontal) definido y el realmente alcanzado en la implantación, considerando las percepciones de los trabajadores sobre el sistema de gestión como un factor determinante para explicar el éxito de las prácticas. Diseño/metodología: La investigación presenta una revisión teórica de varios campos de la literatura en materia de dirección de recursos humanos (perspectiva del doble ajuste y la fortaleza del sistema de gestión). Aportaciones y resultados:El artículo concluye con la propuesta de un modelo teórico alternativo que explica la relación entre la función de recursos humanos y en desempeño organizativo, introduciendo las percepciones de los empleados acerca del sistema de gestión como variable mediadora.Implicaciones prácticas: Las conclusiones apuntan a la importancia de la comunicación organizativa en los procesos de RRHH, el papel del responsable de -991-

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Section: El Ajuste Horizontal En La Formulación De La Estrategia De Runclassified

A theoretical model about the double strategic fit of the HRM strategy: Employees’ perceptions as connector between formulated and implemented HR practices

García-Carbonell

Alcázar

Gardey

2013

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“…(2004), in their survey across four countries, found that in the absence of collective methods of representation employees were apt to find direct forms less useful, suggesting some complementarity between them. Using different material, Benson and Lawler (2003: 157) emphasise that ‘research at the work unit level confirms the importance of viewing (EI) practices as complementary’. Handel and Levine (2004: 14) summarise the evidence by suggesting that ‘contributions or bundles of (EI) practices should be more effective than the simple sum of effects for the individual practices’.…”

Section: The Embeddedness Of Eip and Employee Perceptionsmentioning

confidence: 99%

Embedding employee involvement and participation at work

Cox¹,

Zagelmeyer

Marchington³

2006

Human Res Mgmt Journal

144

172

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Most quantitative studies analysing the nature and impact of employee involvement and participation (EIP) have used data that differentiate between its absence and presence. However, the application of EIP practices varies substantially, and impact may depend on how embedded EIP is at workplace level. Developing the concept of 'embeddedness' as a combination of measures of the breadth and depth of EIP practices, we use WERS98 to examine the impact of EIP on employee perceptions. Our results show support for propositions that greater breadth and depth of EIP practices are associated with higher levels of organisational commitment and job satisfaction.

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“…(1998Lawler et al . ( , 2001) on a sample of Fortune 1000 companies in the USA suggests that information-sharing is positively related to various overall measures of firm quality and financial performance (see also Benson and Lawler 2003). Other US research, however, shows disclosure benefits primarily for employees, in the form of wage gains (Kleiner and Bouillon 1988).…”

Section: Introductionmentioning

confidence: 97%

Is It Good to Talk? Information Disclosure and Organizational Performance in the UK

Peccei

Bewley

Gospel

et al. 2005

Brit J Industrial Rel

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The disclosure of information by management to employees varies significantly between workplaces. The effects of this variance on organizational performance are analysed using WERS98 data. The results show that the impact of information disclosure on organizational performance is more complex than is often assumed in the literature. Overall, there is a significant impact, both direct and indirect, and this varies depending on the level of employee organizational commitment, the type of information disclosed and the performance outcome involved. On the whole, the positive effects are less in union settings and in situations where unions are strong. Copyright Blackwell Publishing Ltd/London School of Economics 2005.

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Employee Involvement: Utilization, Impacts, and Future Prospects

Cited by 18 publications

References 52 publications

A theoretical model about the double strategic fit of the HRM strategy: Employees’ perceptions as connector between formulated and implemented HR practices

A theoretical model about the double strategic fit of the HRM strategy: Employees’ perceptions as connector between formulated and implemented HR practices

Embedding employee involvement and participation at work

Is It Good to Talk? Information Disclosure and Organizational Performance in the UK

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