The dynamics of employee involvement and participation during turbulent times

Marchington, Mick; Kynighou, Anastasia

doi:10.1080/09585192.2012.689161

Cited by 82 publications

(104 citation statements)

References 52 publications

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“…Researchers have also examined micro properties that contribute to organizational resilience. Marchington and Kynighou (2012) highlight the importance of high level of employee engagement that enables firms to successfully differentiate themselves from the competitors in times of crises. Gittell and Douglass (2012) have argued that "relational reserves", the interpersonal bonds among employees are crucial for dealing with crises.…”

Section: Crisis Resilience and Governancementioning

confidence: 99%

“…Past research on the relationship between ownership and governance has concentrated on financial performance, with a view to exploring which ownership-governance arrangement produces optimal allocation of resources and effective strategic decision-making (Connelly et al, 2010). Until recently, there has been little if any research on the relationship between ownership-governance arrangements and organizational resilience (Marchington and Kynighou, 2012). The failure of a wide range of firms as the crisis has taken hold suggests that resilience should be viewed as central to organizational strategy.…”

Section: Introductionmentioning

confidence: 99%

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Does governance confer organisational resilience? Evidence from UK employee owned businesses

Lampel

Bhalla

Jha

2014

European Management Journal

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link ABSTRACTCurrent economic crisis has highlighted the importance of an organization's ability to withstand economic shocks. This has rekindled the interest in organization resilience on the one hand, and the relationship between alternative governance forms such as employee owned businesses (EOBs) on the other. We explore this relationship using performance data on 204 publicly traded non-employee owned businesses and 49 EOBs prior to the economic downturn (2004)(2005)(2006)(2007)(2008), and during the economic downturn (2008)(2009)). This data is complemented with a survey of resilience related governance and organizational practices in 41 EOBs and 22 non-EOBs. Our results show that: a) employee ownership form is associated with greater stability in business performance over a business cycle; b) EOBs have longer payback horizon when compared to non-EOBs across a number of activities; c) EOBs top management seek employee input beyond operational aspects by involving them in strategic decision making; d) EOBs achieve tighter coupling between the feedback from operations and the feed forward on strategic direction. These results suggest that employee stock ownership programs alone are not sufficient to develop higher levels of organizational resilience. Managers must combine employee stock ownership with employee involvement in governance if they wish to build up resilience in advance of adverse economic conditions. 2 INTRODUCTIONThe recent economic crisis and the prolonged economic recession that has ensued is focusing increasing attention on 'organizational resilience': the organization's capacity to cope with "unanticipated dangers after they become manifest (Wildavsky, 1988: 147) Our analysis of the performance data show that EOBs are more resilient than non-EOBs.We follow this with analysis of managerial practices that points to differences in employee voice and involvement that may account for higher resilience.The paper is structured as follows. We begin with an overview of the concept of organizational resilience. We then examine current research on the relationship between organizational resilience and stakeholders' governance. We then turn our attention to governance in employee owned businesses, contrasting publicly traded corporations where owners are generally external to the organization, with firms where employees substantially own and exercise control over the organization.We begin by looking at elaborating the role governance plays in ensuring long-term stability of the firm. Next, we highlight employee-ownership governance structure and whyEOBs are a case for more resilient organisations. We then present our research methodology and discuss the findings of our research. Finally, we close with a discussion and implications for the managers and future research directions.

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Section: Crisis Resilience and Governancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Does governance confer organisational resilience? Evidence from UK employee owned businesses

Lampel

Bhalla

Jha

2014

European Management Journal

View full text Add to dashboard Cite

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“…However, the total reward theory has been developed and mainly applied in Anglo-American contexts which have traditionally been characterized by financial stability (Brown, 2005) and in larger mainstream organisations that adopt formal HRM practices (Cassell et al, 2002). Although there is a wide range of literature discussing the effects of the recent economic crisis and austerity on businesses and more specific literature exploring the impact of this crisis on people management (Marchington and Kynighou, 2012;McDonnell and Burgess, 2013;Nijssen and Paauwe, 2012;, there is little evidence on the impact of the crisis on the application of employee rewards. Even more so, the evidence surrounding the impact of the crisis on HRM application in economies under recession or transition, such as those in the South-East European (SEE) region and specifically in small and medium-sized enterprises (SMEs), is scarce.…”

Section: Introductionmentioning

confidence: 99%

Rewarding employees in turbulent economies for improved organisational performance

Prouska

Psychogios

Rexhepi³

2016

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Structured AbstractPurpose: This study explores the application of total reward practices in small and mediumsized enterprises (SMEs) in the South-Eastern European (SEE) region and the reward elements positively affecting organisational performance.Design/Methodology/Approach: The sample consists of 199 SMEs operating in SEE countries which are either under economic crisis or transition: Greece, Bulgaria, Romania, Albania, Kosovo and the Former Yugoslav Republic of Macedonia (FYROM).Findings: SMEs in the SEE region are implementing a total rewards model which is characterised by a weaker application of individual aspects and by a stronger application of transactional, relational and communal aspects. Within the communal aspects of the model, our study found three elements of the work environment that positively affect organisational performance; work-life balance, employee involvement voice mechanisms, and organisational culture supporting personal and professional development. Practical implications:Our study contributes to HR practice; we found that a better work environment is positively related to improved organisational performance in these SMEs. This means that in times of economic crisis or transition when HR budgets are limited such non-financial strategies can be a viable alternative to costly financial rewards to such organisations. Originality/value:The study contributes to both theory and HR practice by shedding light on how employee rewards are affected in economies under crisis and transition, how SMEs can motivate their employees when faced with significant financial limitations, as well as explores which reward elements can lead to enhanced organisational performance in such organisations.

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“…Certainly, if the research had been conducted after the GFC, when Ireland (but not New Zealand) experienced 'fullscale intervention and massive cuts' (Marchington and Kynighou 2012, p. 338), there would have been less similarity. One might expect a resurgence of unitarism in such a context (Marchington and Kynighou 2012), something empirically borne out in recent work surveys of Irish workers, albeit with significant additional stress and work intensity (Russell and McGinty 2013). More broadly, both countries are also said to be 'sufficiently alike' to fit under the broad label of 'Anglo-American workplaces' (Freeman, Boxall and Haynes 2007, p. 1).…”

Section: Ireland and New Zealandmentioning

confidence: 92%

Exploring the ideological undercurrents of HRM: workplace values and beliefs in Ireland and New Zealand

Geare

Edgar

McAndrew

et al. 2014

The International Journal of Human Resource Management

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Despite hints of more pluralist undercurrents, workplace values and beliefs have rarely been surfaced to inform our understanding of HRM. This paper examines management and employee workplace values and beliefs in the national contexts of Ireland and New Zealand. The findings indicate (a) a divergence of managerial beliefs at the level of society and at the level of their own workplace, (b) an overall pluralist orientation among employees. These findings highlight the importance of greater sensitivity to ideological orientation and more pluralist understandings of HRM.

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The dynamics of employee involvement and participation during turbulent times

Cited by 82 publications

References 52 publications

Does governance confer organisational resilience? Evidence from UK employee owned businesses

Does governance confer organisational resilience? Evidence from UK employee owned businesses

Rewarding employees in turbulent economies for improved organisational performance

Exploring the ideological undercurrents of HRM: workplace values and beliefs in Ireland and New Zealand

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