HRM Employee Involvement Tools Research

Introduction

In recent time times, employers have come to the realization that engaging their employees directly in the operations of the organization affects their performance levels. Constructive strategies are important in the managing of the human resources that are available in a firm or an organization and the employee involvement strategy has been proven to be one of the most powerful strategies.  (Cummings, Thomas G and Christopher G Worley 386) defines employee involvement as the creation of an environment where individuals have an impact on the decisions and the actions that directly affect their jobs and employment status.

This strategy is a two way interactional relationship between the employees and the particular organization and its sole purpose is to tune the employees into working towards the achievement of its goals. This has thus led organizations raising their employee engagement level by motivating the employees, creating teamwork as a modus operandi, work involvement and work performance. This internal report seeks to elucidate the relationship that exists between the premise of employee involvement and the strategies that would be implemented in order to ensure that opportunities are created for higher organizational performance and employee involvement.

This internal report will also be inclusive of different countries with different cultures, the opportunities that can arise from a situation of high performance across these locations and also the challenges that were encountered while working in these new cultures. The remote subsidiaries that are working for the same company are located in China, Germany and India.

 

 

 

  1. Literature review

                 2.1 Motivational tools

Organizations around the world have been keen on their employee motivation and the creation of environments that create interest in them performing their jobs. Employee motivation can be described as the energy level and commitment that the workers bring into the work place all geared towards increasing the productivity and performance level of an organization (Bruce, Anne 8). However, it is important to note that even with this shift towards the motivation of employees by the organizations, many organizations are still failing in their quest to achieve positive results as they are not well versed in what exactly motivates the employees in the organization.

Extensive research in the field of human resource has revealed that the employee performance is directly related to rewards, security, development and average motivation (Carbery, Ronan 28). Some of the theories (tools) that have been put forth to explain the relevance of motivational tools in the work environment include the “Theory X and Theory Y” propounded by Douglas McGregor and the Expectancy theory by Victor Vroom.

The Theory X and Theory Y was of the opinion that money might not always be the factor that elicits motivation and that other factors such as being recognized in the organization, work flexibility and employee development might also play an important role (Schermerhorn, John R 38). Authors such as Latham have also suggested that it is important for organizations to encourage the employees to seriously consider the positive and negative sides of their jobs in a bid to make the job more interesting (Latham, Gary 95). It is also important to note that the commitment of the employees would lead to them unleashing their talents and by so doing satisfying their inner needs in the process.

The Expectancy theory suggests that the motivation an employee gets depends on the expectation they have about their own ability to perform the various tasks that they are given (Samson, Danny 603).  The theory is also known to work on the ethical behaviors that are there in an organization and mostly focuses on the process that is used and not the content. The use of this theory thus leads to the employees’ development and their ability to be involved in moral reasoning  that is responsible for creating an environment where the ethical behavior and rewards are attained(Schermerhorn, John R 110).

                    2.2 Teamwork Tools

Most organizations have had a shift in policy and have continually moved from individualism to working in teams that become working units. Teamwork refers to the aspect of colleagues in an organization working together or cooperating while using their skills to provide useful and constructive feedback, even when there is a personal conflict that involves the individuals working together (West, Michael 5). Factors that led to the shift in policy include globalization, innovation, diversification and international competition. Some of the tools that can be used in team building in a setting of different culture and expertise include the Belbin’s team role module and the Tuckman theory.

The Belbin’s Team Role Module is a unit of explaining the various ways that team members can interact and also how the right person should be at the right position (McGrath, James and Bates). If this module is implemented there will be an understanding created on the employees culture and the behavior that will be learnt here will eventually lead to improved interaction and communication.

The Tuckman Theory is a theory that propounds that the building of a team should be systematic and in stages. These are the forming, storming, agreeing and adjourning stages (MARTIN, Bruce et al. 23). The sole goal of this theory is to ensure that relationships are created, terms agreed upon, duties and aims mapped out in order to achieve the organizations goal.

                       2.3 Involvement Tool:

Involvement includes making sure that the employees are part and parcel of every activity in the organization. The fact that an organization’s employees are involved directly in its operations points at the energy they have being implemented in the work that they engage in. The employees are now involved directly in ensuring that the organization they work for achieves all its goals. The work that is done by individual employees should also gain the recognition of the employers and valued in order to ensure that the employees feel appreciated and recognized for the work that. The tools that are used in this segment to achieve high involvement among the employees are the quality of work life program (QWL) and the employee’s participation in decision making.

The Quality of Work life program (QWL) as a tool is involved in giving the employees various opportunities to choose the quality of work life that is necessary and also increase involvement in the process. This tool is important especially when dealing with employees from different cultures as it provides space and flexibility for the employee to freely decide what job design approaches are necessary and also activities that are aimed at achieving the various targets that have been set such as reports, time management and follow up.

The employee’s participation in the managerial decision-making process as a tool refers to the involvement of the employees in the exchange of information and communication  together with the delegation of the control to the procedures that are to be followed by  the  employees are able to undertake the task of making managerial decisions. This tool is tailor made to ensure that the involvement of the employees is increased.

                      2.4 Performance Tools

The performance of the employees is vital in ensuring that the organization is able to weather difficult times and increases its profit margin. Sustaining the employees’ performance can be done effectively through the introduction a performance management system which aims at increasing the performance in genera (Phillips, Jean and Gully 39).  Some of the known tools that can be effectively used to increase the performance of the employees are development, training and the motivational rewards.

Motivational rewards are in most occasions responsible for the successful completion of jobs by the employees in an organization. The employees also get rewarded for the good work that they have done and also for completing it in time. These tool is important in ensuring that there the performance of the employees increases and is maintained. The employee’s skills and the knowledge they bequeath is most certainly the most valuable asset and resource that an organization possesses (Podmoroff, Dianna).  It is thus important to evaluate and reward them in the aim of creating a reward system in the quest for streamlining of the performance management program.

Development and training are also important tools as they ensure that the skills and knowledge that are valuable to the organization are always improved as the competition in the job market is ever increasing. According to Halelly Azulay, the development of the employees’ skill through the rigorous training that they would go through is responsible for ensuring that the competitive edge that they have is maintained in order to increase their work performance level (Halelly Azulay.p.52).

  1.       Company Overview

CEMACA is a company that solely focuses on the manufacturing of scientific instruments. The instruments they manufacture are in essence responsible for material analysis based on the charged beam particles or ions. The company ostensibly was founded in the 1929 as a subsidiary of of Compagnie générale de la télégraphie sans fil (CSF) and its first assignment was to produce movie projectors for the cinemas that had large screening rooms.

The global head count for the employees of this conglomerate in countries such as Taiwan, United States of America, Germany, China and India numbers approximately 10,000 employees. The company is divided into five distinct divisions but this report will be focusing on the American Machines and Metals (AMETEK) division that is present in Germany, India and China. On the social behavior of multicultural test using the Social Networking services (SNS) and by the use of Questions and Answers (Q & A) tools, the following data was collected;

– China and India:, There is a high context that was dependant and attached to receiving answerers, asking questions was encouraged, the prevention of  regulatory focused on the culture, Social networking, motivated through incentives, the authorities here were very friendly and open gestures in the process of meeting new people was abundant.

– India: In this country the people were open to fun discussions.

-Germany: here employees avoided asking questions and waiting for the answers, individuals here were open to fun and blissful conversations, there was the frequent use of search engine networking and the employees were less motivated by incentives but rather by personal development.

It is noteworthy to acknowledge that the single most important concept in China is the sharing between people and forging of important relationships. As for the oriental Indian culture, it is known to many as a very complex culture and the main challenges here are the priority patterns that exist, language and body language. In Germany, the culture is more subtle than that found in China and India. The culture in this country is less complicated and is punctuated with an air of straightforwardness and a malleable culture. The only challenge experienced here is the bureaucracy/authority rigidity, decision making difficulties and communication skills.

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