The determinants of work autonomy and employee involvement: A multilevel analysis

Abstract

Although the effects of work autonomy (WA) and employee involvement (EI) have been largely studied, their determinants, especially at the macro/institutional level, have attracted much less attention. To better understand (a) the extent to which WA and EI are distinct constructs and (b) the factors that explain their respective levels, this article uses the 2010 European Working Conditions Survey to build sound indexes of WA and EI, provide a picture of the level of both constructs in 33 European countries and analyse their predictors through a multilevel structural model. The results show that WA and EI differ in what concerns their macro-level but not micro-level predictors. Whereas union density and generalized trust strongly influence EI, only generalized trust impacts WA. Documenting that generalized trust as a macro-social trait is powerfully associated with organizational choices is a key contribution of the article.

Regulatory Focus and Perceived Safety with Casual Partners: Implications for Perceived Risk and Casual Sex Intentions During the COVID-19 Pandemic

“…Given the categorical nature of these items, we computed a non-linear principal component analysis (CATPCA) with promax rotation to quantify the associations between categorical variables, and to create object scores that will allow subsequent quantitative analyses (for reviews, see Linting et al, 2007;Linting & van der Kooij, 2012;H. Lopes et al, 2015;Meulman et al, 2004).…”

Cross Cultural Analysis of Direct Employee Participation: Dealing With Gender and Cultural Values

“…The effects of direct employee PDM have been studied extensively in the last few decades (Wallace, 1995; Jones and Kato, 2003; Cox et al, 2006; Boxall and Purcell, 2010). However, the analysis of their determinants has begun to attract relevance only recently (Esser and Olsen, 2011; Gallie, 2013; Lopes et al, 2017). Precisely one of the purpose of this study is to measure the employee PDM in European companies and to advance in the identification and understanding of the internal and external factors that influence direct employee PDM.…”

Work Autonomy and Outcomes: Trend of Innovations in Korean Public-sector Organizations

“…And so, commitment to work would come alone due to the loyalties for effective public-services. Previous studies have addressed the effects of work autonomy and employee involvement on skills development (Spector 1986;Haynes et al 1999;Karasek & Theorell 1990;De Lange et al 2003;Van der Doef & Maes 2010;Gallie 2013;Lopes et al 2017). The current research depicts the impacts of work autonomy on employee"s work outcome development in public-sector organizations.…”

“…To empower public-sector employees, and decentralizing tasks accomplishment, work autonomy is imperative to be strengthened in the organization. Work autonomy is the scope of influence for freedom in which employees have on how and what to do at work as an enabler to broaden capacities and reduce supervisory control (Lopes et al 2017).…”

“…Work autonomy, likewise, simply deals with how leaders put trust in employees that are more autonomous forms of work (Lopes et al 2017). This can trigger employee"s work engagement and contribution to the growth and provides services with loyalty to society (Aninkan & Oyewole 2014;Kim & Park 2017).…”