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ALDI SÜD Germany launched a data-driven project with solutions to optimize product ordering and inventory clearance across the product life cycle, integrating employee engagement for special buy products. This initiative has significantly improved efficiency, saved millions, and supports 40,000 employees in daily operations. As a subsidiary of the ALDI SOUTH Group, ALDI SÜD Germany launched the data-driven special buys project in response to pandemic-related supply chain disruptions, market shifts, and growing competition. This initiative combines advanced analytics and operations research with employee engagement to optimize product life cycles of special buys products. The solution components include (1) multiperiod mixed-integer optimization (MIP) models for product order decisions to warehouses; (2) XGBoost classification for store product allocation (SAM); (3) a proprietary algorithm (ANA) for just-in-time reallocations between stores; (4) a multiperiod dynamic programming model (DAVE) developed in 2021 for nationwide inventory clearance; (5) an advanced version for inventory clearance, the DAVE stochastic dynamic programming model (DAVE SDP), introduced in 2023; (6) a multivariate regression model for budget allocations for markdowns on small product leftover quantities for incorporating store employee involvement; and (7) a smartphone application (Market-Whispering) to engage 50,000 employees in product selection. This paper focuses on the MIP, which optimizes the decision on stock order quantities to warehouses. We examine this in conjunction with ANA and DAVE because of their significant influence on operational efficiency. For DAVE, we examine two variants: the reference model DAVE and DAVE SDP. The project faced coordination challenges and required a strategic shift from decentralized to centralized approaches. Proprietary software for the special buys product range improved operational efficiency, positively impacting the daily operations of 40,000 store employees, and led to annual savings of several million euros in Germany. [ABSTRACT FROM AUTHOR]

This paper explores the impact of integrating human factors—such as ergonomics and employee involvement—with technological innovations on manufacturing performance, sustainability, and productivity. It develops a holistic framework that organizations can adopt to achieve world-class manufacturing excellence, emphasizing the synergistic relationship between human factors and technological advancements, and highlighting their combined effect on fostering operational improvements and sustainability. The research adopts a robust quantitative approach, utilizing comprehensive surveys to analyze the individual and combined effects of human factors and technological innovation on manufacturing outcomes. The methodology involves data-driven analysis supported by statistical models, ensuring a rigorous examination of the relationships between variables. The findings show that integrating human factors with technological innovations significantly enhances both industrial production levels and operational efficiency, underscoring the importance of this integration for promoting sustainable manufacturing processes and maintaining competitiveness in the face of rapid technological changes. One key limitation of this research is the generalizability of findings across diverse industry contexts, as the pace of technological evolution and the emergence of new technologies may affect the applicability of the proposed framework. Future studies should investigate the evolving nature of human–technology integration in various sectors. The paper provides practical strategies for manufacturing managers and policymakers to employ when integrating human factors with technological innovations, outlining a strategic implementation framework aimed at improving manufacturing performance, fostering innovation, and ensuring a competitive edge within the dynamic context of Industry 4.0. This research contributes to the existing literature by offering a comprehensive, synergistic approach to the integration of human factors and technological innovation, providing valuable insights for industry practitioners seeking to implement sustainable manufacturing practices and achieve operational excellence. [ABSTRACT FROM AUTHOR]

In the context of globalization and rapid technological advancement, the introduction of Artificial Intelligence (AI) has brought new opportunities and challenges to Human Resource Management (HRM). This study constructs an evolutionary game model to explore the strategy choices and evolutionary paths of enterprises and employees in HRM value co-creation with AI involvement. We numerically simulated the dynamic evolution of strategies under different scenarios, revealing the equilibrium characteristics of strategic interactions between enterprises and employees in the AI context. The study finds that, first, the evolutionary game system between enterprises and employees converges to two equilibrium points: {cooperation, active} and {non-cooperation, passive}. Overall, the probability of the former is 2.39 times greater than that of the latter. Second, higher initial probabilities of cooperation and active involvement, along with lower costs for cooperation and active involvement, facilitate the system's evolution towards the {cooperation, active} equilibrium. Third, enterprises are more sensitive to the benefit distribution ratio than employees. This study provides theoretical support for effectively conducting HRM practices in the AI era through systematic analysis of HRM value co-creation behavior, along with practical policy recommendations. [ABSTRACT FROM AUTHOR]

This study observed the impact of teamwork orientation, employee involvement, and performance orientation, on performance appraisal satisfaction (PAS) in higher education institutions in Libya. A structured survey was administered, with 372 questionnaires distributed to employees. Statistical analyses were conducted using SPSS software to explore the relationships between the dimensions of organizational culture and performance appraisal satisfaction. The findings demonstrated a significant positive correlation between teamwork orientation and performance appraisal satisfaction. This suggests that variations in teamwork orientation are associated with corresponding changes in employee satisfaction with the performance appraisal process. Moreover, the study revealed that employee involvement and performance orientation significantly influenced performance appraisal satisfaction. These findings contribute to our understanding of the role played by teamwork orientation, employee involvement, and performance orientation in shaping performance appraisal satisfaction. The findings highlight the importance of fostering a teamwork-oriented workplace culture and emphasizing performance orientation in the organization to enhance satisfaction with the performance appraisal process. [ABSTRACT FROM AUTHOR]

Given recent studies have begun to question the siloed nature of employee voice research this paper attempts to theorise the boundaries between Organisational Behavior (OB), Human Resource Management (HRM) and Industrial and Employment Relations (I/ER) voice. Researchers examine specific organisational contexts that may influence employees' voice behavior, with OB researchers paying particular attention to the micro contextual influences of leadership behavior and psychological safety climate on individual voice behavior; HR researchers emphasizing the meso role of HR practices that may facilitate employee voice; and I/ER researchers focusing more on how macro institutional supports such as unions and collective bargaining can protect employees and facilitate voice. The paper proposes a model of "contextual voice efficacy" as a bridge between these disparate literatures, and develops propositions as to how OB, HR and I/ER voice mechanisms can combine together in a single model. [ABSTRACT FROM AUTHOR]

Vision communication (VC) is an important way for leaders to express their ideas about a blueprint of the future to convince employees that their work is valuable and meaningful in total quality management. This research studies the influence of vision communication (VC) on quality performance (QP) through the mediation of total employee involvement (EI) and the moderation of leader support (LS). With the use of Smartpls 3.0, the collected data based on 2996 samples in Shanghai were used to analyze the various constructs. The results show that both VC and EI affect QP and should be influenced by LS. EI was found to partially mediate the relationship between VC and QP. The results also demonstrate that EI can positively affect improvement in QP via stronger LS and that high-level employee involvement is positively associated with quality performance when leader support is high (vs. low). This research can be inferred as one of the very limited empirical analyses that explored the mediating impact of EI on VC and QP. In the quality management (QM) field, the exploration of the moderating effect of LS on the mediation of the EI between VC and QP can be viewed to be a significant theoretical finding. The findings will be instrumental in assisting managers and administrators in understanding the significance of vision communication and leader support in quality management practice. [ABSTRACT FROM AUTHOR]

The paper deals with the European Company (SE), the first supranational company form. The focal question is its impact on the development of transnational employment relations. We show that only a minority of SEs has set up SE Works Councils and we discuss the reasons for this non-compliance. Board-level employee representation (BLER), the other form of voice, is even less common. We compare both concepts and reveal that the SE's contribution to the development of transnational employment relations remains limited. By placing the SE in a broader perspective, we conclude that it fits the general pattern of limited progress towards 'Europeanization'. [ABSTRACT FROM AUTHOR]

Roberto Frega argues for the advancement of workplace democracy theorisation by synergising the conceptual pathways of various disciplines. He places a particular emphasis on the practice of employee involvement, which, according to him, constitutes one of the three pillars of workplace democracy, the other two being voice and representation. The present commentary broadens the interdisciplinary horizons of this debate by reflecting on the central role of accountability in workplace democracy and the workings of the three pillars identified by Frega. The commentary explores the potential of accountability and the insights drawn from critical accounting research to translate democratic ideals into meaningful and sustainable organisational practices and so strengthen workplace democracy. [ABSTRACT FROM AUTHOR]

The debates on strategic thinking in organisations as either a privilege of the management or an opportunity for all employees point into different directions. From the collaborative angle of staff participation, strategic thinking is seen to foster innovation, corporate identity and motivation of employees, and to provide new perspectives on human needs in a technology-driven environment. The paper highlights two examples of active staff involvement in the strategic process and offers an evaluation of the experience from different points of view. [ABSTRACT FROM AUTHOR]

Involvement is an empowering management technique whose positive effects on employees' wellbeing have been emphasized in scholarly literature. However, since it augments job demands, involvement might impair the individual ability to handle the work-life interplay. The article analyses involvement's implications on work-life balance in a sample of European public servants (n = 2,122), contemplating the mediating role of employee-manager exchanges and work engagement. Involvement undermined work-life balance. Enhanced employee-manager exchanges and increased work engagement triggered by involvement mediated this relationship, making sense of its positive implications on work-life balance. Tailored management initiatives are required to address involvement's side effects on work-life balance. [ABSTRACT FROM AUTHOR]

Purpose: The aim of the research is to identify the determinants of employee engagement in the public sector, with particular emphasis on factors supporting this engagement. Design/methodology/approach: The research presented in the article is based on ethnographic methods and was conducted in an organization responsible for state phytosanitary control. The researchers conducted analyses based on 31 open interviews. This approach included partially standardized interviews containing unstructured questions, using a scenario focusing on resource management. Findings: The results of these efforts identified financial constraints as a significant challenge in the process of improving engagement in the examined public sector organization. However, even slight improvements in equipment or financial motivation are perceived as motivating. A key factor in supporting engagement is the selection of employees with high motivation for public service. Research limitations: The qualitative research method does not allow for generalization beyond the analyzed case and similar cases. The determinants of involvement of public organization employees indicated in the interviews could be verified in quantitative research. Practical implications: Public administration, which usually cannot offer competitive remunerations with respect to the private sector, should put more emphasis on the development of HR departments, whose activities should be aimed at two areas: lowering employee retention (lowering the risk of losing organizational memory) and increasing their job satisfaction. Social implications: The case of public administration is unique in the context of social impact. Identifying the main conditions of public organization involvement can contribute to improving the efficiency of the organization, thus ensuring the efficient expenditure of public funds. Originality/value: Identifying the key conditions involved in a public organization is particularly important for both management theorists and practitioners. Knowledge in this area is essential for optimizing resource allocation processes and prioritizing actions to improve efficiency. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to investigate the nuances of organizational culture and its influence on employee involvement within national and multinational companies. Utilizing established frameworks in organizational behavior and culture, the research explores dimensions such as empowerment, team orientation, and capability development. Design/methodology/approach: Drawing from Cameron and Quinn's Competing Values Framework (2006) and Denison's model (1990), the study employs statistical analysis to compare mean "Involvement" scores between national and multinational companies. Subsequent analysis delves into the traits of empowerment, team orientation, and capability development. ANOVA is utilized to scrutinize variations in Team Orientation and Capability Development, considering leadership and cultural context. Findings: Multinational companies exhibit lower mean involvement scores, particularly emphasizing team orientation with slightly higher capability development. ANOVA identifies significant differences in Team Orientation, highlighting leadership's role. Borderline significance in Capability Development warrants further exploration. Research limitations/implications: The study's scope is limited to national and multinational companies, potentially overlooking nuances in smaller organizations or across diverse industries. Longitudinal studies could provide deeper insights into the evolving nature of organizational culture and involvement. Practical implications: Tailored interventions are recommended for multinational companies, emphasizing team collaboration and capability development. National companies are advised to address variability in empowerment perceptions for a more consistent organizational culture. Social implications: Fostering a culture of involvement not only enhances organizational effectiveness but also contributes to employee well-being and satisfaction, ultimately benefiting society by promoting healthier work environments. Originality/value: This study contributes to the understanding of how organizational culture influences employee involvement across different types of companies, offering insights for practitioners to foster more engaged and effective workplaces. Additionally, it underscores the importance of considering cultural context and leadership in shaping organizational dynamics. [ABSTRACT FROM AUTHOR]

The article is devoted to the development of methodological approaches and practical recommendations for improving the change management model in the enterprises of the hotel industry. Based on the definition of the functioning peculiarities of modern enterprises of the hotel industry, it is proved that traditional and classical models of change management are ineffective in modern changing conditions, and it is substantiated that the model of change management at enterprises of the hotel industry should be based on a situational approach, which transforms it into an "improvisational" one. The change management model, in which managers make decisions based on intuition and change management is carried out through constant improvisation, represents a flexible and adaptive approach to managing an organization in conditions of constant uncertainty and variability of the external environment. Key aspects of this model include the acceptance of intuition's importance in the decision-making process, where managers value intuitive propositions and apply them in their activities. Instead of predesigned and tough change strategies, change management is based on the organization's ability to quickly adapt to changes and respond to situations that arise in real time. The effectiveness of such a model is supported by an open and active exchange of information and ideas between management and employees, which helps stimulate improvisation and making non-standard decisions. The article proposes an algorithm for managing changes in hotel industry enterprises, developed taking into account the survey results of employees of 25 Ukrainian hotels of various categories. This algorithm works in the form of a continuous cycle and consists of six stages. The results of the survey also emphasize the relevance of the problem of effective change management in the modern hotel sector. [ABSTRACT FROM AUTHOR]

Employee involvement in the planning and execution of building projects vastly affects both project success and functionality in the operating stage. This study is based on interviews with employees to investigate how they experience involvement in change processes related to a hospital building project in Norway. This answers the call for more qualitative approaches in project management research to unveil what actually goes on in projects. The study uses several theoretical lenses. First, we look at employees' access to different bases of power and empowerment. Second, we analyse how path dependence affects experienced involvement. Third, we analyse the employees' reactions to organizational changes; exit, voice, loyalty and neglect. The findings show the high involvement of appointed employee representatives in project groups, although they sometimes felt powerless and without necessary support. Ordinary employees lacked information and had little experience of empowerment. The project mostly followed a strict process of path dependence, and informants described behaviours of both exit, voice, loyalty and neglect. Lack of employee involvement might have resulted in impractical solutions and undesired employee behaviour. [ABSTRACT FROM AUTHOR]

Purpose: Recent research has highlighted limited explicit knowledge of a company's strategy on the part of its employees. The concept of Open Strategy has emerged as a promising approach to address and enhance knowledge and understanding of an organization's strategy across all hierarchical levels. However, empirical investigations of the relationship between the degree of openness in a strategy process and employees' strategy knowledge remain scarce. This study aims to fill this gap. Design/methodology/approach: We conducted an online survey of individuals from various organizations, measuring the degree of openness of their strategy process and using regression analysis to determine the impact on strategy knowledge among the respondents. We operationalized strategy knowledge using two concepts. The first concept encompassed general knowledge of the employer's strategy, mission, and vision. The second concept measured strategy knowledge in a more concrete manner by assessing factors such as the company's markets, how it positions itself and its economic logic. Findings: Our findings indicate that regardless of the level of hierarchy, the degree of openness has a strong positive effect on strategy knowledge. However, this effect is smaller when specific aspects of strategy knowledge are assessed compared to a general understanding of strategy. Our results highlight the potential of Open Strategy as an effective approach to enhancing employees' knowledge of the employer's strategy. Originality/value: Our research demonstrates that the degree of openness in strategy processes significantly enhances strategy knowledge, thereby laying the groundwork for effective strategy implementation. The results highlight the importance of cultivating a culture of transparency, participation and inclusion of employees as well as ongoing communication to effectively integrate strategy into organizational practices. We offer practical implications for managers striving to optimize their strategic management processes. [ABSTRACT FROM AUTHOR]

This study aims to explore the relationship between team management and project quality, identify key contributing factors, and examine the role of employee involvement, commitment, and innovation. An empirical, cross-sectional study was conducted using an online survey to gather data from 510 respondents across various industries, projects, and experiences. Data analysis employed statistical techniques to reveal patterns and trends. Key factors contributing to project success include communication, comprehensive planning, clear roles and responsibilities, stakeholder requirements, and a supportive work environment. The significance of proper management approaches, techniques, and attitudes was also highlighted. The findings contribute to the current body of knowledge on project quality management and emphasize the need for a human-centered management approach to achieve high-quality project outcomes. This study sheds light on the pivotal role of effective team management in project quality, providing valuable insights and recommendations for project managers, team leaders, and organizations seeking to improve project performance. [ABSTRACT FROM AUTHOR]

Organizational adaptability is paramount in today's dynamic landscape, where the emergence of novel technologies, shifts in both internal and external business ecosystems, unexpected crises, and health pandemics remain constant potential challenges. Recent studies have extensively examined employee involvement through empowerment, participation, and teamwork as a pivotal result in facilitating organizational transformation. To ascertain these assumptions, data has been collected through the SurveyMonkey app over a couple of weeks, and then a Likert scale was used to codify the obtained data. Employing structural equation modeling with Smart PLS 4 software, we examine the impact of employee involvement and the intermediary function of humble leadership on the efficacy of organizational change in Côte d'Ivoire, utilizing a dataset comprising 412 employees from the telecommunications and refinery sectors. Our findings revealed positive effects on organizational change when employee involvement and a humble leadership approach were integrated. Additionally, secondary data from O2O interviews was used to draw conclusions and recommendations. Based on results and interviews, the authors have drawn a strategic roadmap to mitigate daily changes more efficiently. Our research identified constraints and suggested directions for future studies in this field. [ABSTRACT FROM AUTHOR]

This study aims to explore the relationship between team management and project quality, identify key contributing factors, and examine the role of employee involvement, commitment, and innovation. An empirical, cross-sectional study was conducted using an online survey to gather data from 510 respondents across various industries, projects, and experiences. Data analysis employed statistical techniques to reveal patterns and trends. Key factors contributing to project success include communication, comprehensive planning, clear roles and responsibilities, stakeholder requirements, and a supportive work environment. The significance of proper management approaches, techniques, and attitudes was also highlighted. The findings contribute to the current body of knowledge on project quality management and emphasize the need for a human-centered management approach to achieve high-quality project outcomes. This study sheds light on the pivotal role of effective team management in project quality, providing valuable insights and recommendations for project managers, team leaders, and organizations seeking to improve project performance.

This study examines the relationship between employee engagement and goal orientation towards competence and the relationship between competence and employee performance in financial institutions. Questionnaires were given to several financial institutions in Aceh, North Sumatra, and Riau. Selection of financial institutions as a place for distributing questionnaires, based on the similarity of their business products. The similarities such as mortgage marketing, multipurpose, and investment. These three regions are the most central provinces and have high levels of trade in western Indonesia. The sampling technique was carried out purposively based on specific criteria for the respondents. Partial Least Square (PLS) carried out the data analysis technique. The findings are Employee Involvement (EI) has a significant effect on Employee Performance (EP) with a path coefficient of 0.396 and a value of t = 3.765 (significance 0.000 less than 0.05). Employee Engagement (EE) will encourage an increase in Employee Performance (EP). The first hypothesis is accepted. Goal Orientation (GO) has no significant effect on Employee Performance (EP) with path coefficient -0.022 and t value = 0.460 (significance 0.645 greater than 0.05). Goal Orientation (GO) does not encourage an increase in Employee Performance (EP) The second hypothesis is rejected. Employee Involvement (EI) has a significant effect on Competence (COM) with a path coefficient of 0.920 and a value of t = 52.790 (significance 0.000 less than 0.05). Employee Involvement (EI) encourages an increase in Competence (COM). The third hypothesis is accepted. Goal Orientation (GO) has no significant effect on Competence (COM) with path coefficient -0.045 and t value = 1.316 (significance 0.189 is greater than 0.05). Goal Orientation (GO) does not encourage an increase in Competence (COM). The fourth hypothesis is rejected. Competence (COM) has a significant effect on Employee Performance (EP) with a path coefficient of 0.485 and a value of t = 4.646 (significance 0.000 less than 0.05). Competence (COM) will encourage Employee Performance (EP). The fifth hypothesis is accepted. The next step is to test the hypothesis of the indirect impact of the mediating variable Competence (COM). First, the predictor variable Employee Engagement (EE) has a significant effect on Employee Performance (EP) through Competence (COM) with a path coefficient of 0.446 and a value of t = 4,607 (significance 0.000 less than 0.05). Employee Engagement (EE) drives Employee Performance (EP) through Competence (COM). Hypothesis six is accepted. Second, the predictor variable Goal Orientation (GO) has no significant effect on Employee Performance (EP) through Competence (COM) with path coefficient -0.022 and t value = 1.252 (significance 0.211 greater than 0.05). Goal Orientation (GO) encourages Employee Performance (EP) through Competence (COM). Hypothesis seven is rejected. Furthermore, this study provides recommendations on practices and policies in producing employee productive work behavior in improving organizational performance. Another unique aspect of this research is that employees need to think and act out of the box to increase their competencies to become superior employees. As a result, employees still get high ratings from the leadership. [ABSTRACT FROM AUTHOR]

This study aims to examine the role of top management commitment, employee involvement, and training and development in determining employee performance for banks operating in developing countries. The study adopted a quantitative approach and a portion of the TQM framework to collect empirical data from 463 bank employees using a cross-sectional survey technique. Utilizing a structural equation model, the researchers examined both the measurement and structural model using SmartPLS 4. Upon validating the data, the researchers tested the hypotheses. The analysis revealed that top management commitment, training and development, and employee involvement can influence employee performance. In addition, employee involvement can affect top management commitment and training and development initiatives. Training and development and top management commitment can mediate the seminal relationship between employee involvement and performance. The limitation of this study includes applying the self-reporting survey technique and only quantitative methodology. Additionally, the researchers collected data from only one developing country, which may reduce the generalizability of the findings. Regardless, the findings can provide valuable insight to both managers and researchers in comprehending the mentioned intrinsic determinants of employee performance for the banking sector of emerging economies. [ABSTRACT FROM AUTHOR]

The study used empirical data to explore the impact of job design and employee involvement on Small and Medium-Sized Enterprises (SMEs') performance. Data was collected from 367 employees of Ghanaian SMEs using random sampling. IBM SPSS 24 and AMOS-SEM were used for confirmatory factor analysis and to analyse the latent variables. The measurement model was tested on the entire dataset using exploratory factor analysis. The investigation demonstrated a strong fit for a four-factor hypothesis model. The study revealed a statistically significant beneficial relationship between job design and employee involvement in organisational performance. It also found a favourable correlation between job design, employee involvement and motivation. However, there was a negative correlation between employee motivation and organisational performance. The study uniquely focused on SMEs in an emerging economy like Ghana using financial sector tiers two and three. The implication is that job design and employee involvement improve SMEs' performance and give them a competitive advantage. The study underlines the significance of job design and employee involvement in Ghanaian SMEs, mainly in the Greater Accra Region. This study is of great value as it informs policymakers and actors of small and medium enterprises of the need to appropriately design jobs that interest and elicit employee involvement and performance. [ABSTRACT FROM AUTHOR]

Purpose: This paper seeks to explore the influence of workplace spirituality on employee behavior within organizational settings. Design: Systems thinking is used to explore various interrelated concepts of workplace spirituality (WPS). This study delves into the intricate interactions between WPS and its impact on employee behavior. By highlighting the significance of WPS, the research establishes a foundation for fostering innovation and creativity, facilitating meaningful connections among employees within organizations. Additionally, WPS plays a crucial role in reducing workplace incivility. Causal Loop Diagrams (CLDs) as part of a systems thinking approach are utilized to visually depict the complex interplay of variables and feedback loops within organizations, offering insights into polarities and presenting a long-term perspective on how spiritual initiatives affect the workplace. Results: The findings indicate that WPS assists employees in comprehending their roles, enhancing productivity, increasing motivation, and fostering job satisfaction. Furthermore, WPS contributes to improved employee engagement, satisfaction, and decision-making. Significance: The research underscores the explicit involvement of employees in achieving favorable outcomes and enhances our understanding of the perceptions held by employers and employees regarding their roles and engagement. The study suggests that enhancing employees' performance is achievable in workplaces where individuals comprehend their roles and align them with the job objectives. Novelty: This paper is unique in two aspects. Firstly, it strives to integrate the fragmented and diverse literature on the outcomes of WPS using a systems thinking approach. Secondly, it raises awareness, particularly in developing countries like Pakistan, regarding the importance of incorporating organizational capabilities into organizational practices. [ABSTRACT FROM AUTHOR]

This paper aims to contribute to the empirical literature on lean implementation for services by examining how the relation between lean implementation and operational performance improvement is moderated by the degree of service concept diffusion. The effect of explicit service concept diffusion on the outcome of lean implementation processes is tested by a sample of 153 respondents from Dutch service organizations. By means of hierarchical regression analysis this research shows that lean implementation in service organizations with an explicit and widely disseminated service concept positively affects organizational performance. Additionally, it is found that the moderating influence of service concept diffusion on performance improvement is especially apparent in case of explicit presence and a clearly disseminated service concept or an explicitly absent and unclear service concept. These results are corroborated by the finding that lean implementation in service environments without the moderating influence of service concept diffusion does not result in enhanced organizational performance. Finally, the positive sole effect of a disseminated service concept on organizational performance is empirically corroborated. These findings show the importance of clarity on what is expected of employee- and improvement specialist's involvement in terms of goals, roles, responsibilities and activities with respect to the service concept in service-based organizations. Having such clarity enhances their ability to make a meaningful contribution to improvement initiatives in lean implementations. Thereby, this research is the first to provide empirical evidence for explaining how employee involvement in service-based organizations can yield better lean implementation results. [ABSTRACT FROM AUTHOR]

The article aims to bridge divides between political theory and management and organization studies in theorizing workplace democracy. To achieve this aim, the article begins by introducing a new definition of democracy which, it is contended, is better suited than mainstream accounts to highlight the democratizing potential of employee involvement. It then defines employee involvement as an offshoot of early twentieth-century humanistic psychologies, from which it inherits an emancipatory ambition. In a third step, the article presents employee involvement as a set of organizational practices liable to transform dominant patterns of authority and social interaction in the workplace. The article concludes by contending that, apart from representation/participation and the employee's voice, employee involvement must be considered the third necessary pillar of workplace democracy, endowed with distinctive normative features that neither representation/participation nor voices can aptly capture. [ABSTRACT FROM AUTHOR]

Aim - This study investigates the influence of talent management and organizational culture on employee productivity in the public sector, also it assessed the moderating effect of employee involvement in the relationship. Methodology- The study employed a quantitative approach in data collection and analysis. Data was collected through a structured questionnaire disributed among 158 purposively sampled permanent senior staff in University of Ilorin, Nigeria. The analysis was conduucted using Partial Least Square Strcutural Equation Modelling. Findings- The findings indicate several significant relationships between talent management, employee commitment, employee productivity, and employee satisfaction. Limitations- First is the small sample size of only 158 respondents from the public service. This small sample size may not accurately represent the views and experiences of employees from other industries or sectors and may limit the generalizability of the findings. Second, the study was conducted with a specific population of public service employees which may not be applicable to other sectors or organizations. Third is that the study relied on self-reported data from a survey, which may be subject to bias. Participants may have provided responses that they believed were socially desirable, rather than accurate reflections of their true beliefs and experiences. Practical implications- Public sector organizations should focus on implementing effective talent management practices, fostering a positive organisational culture, and involving employees in shaping the culture in order to improve employee commitment and satisfaction. Further, the findings highlight the importance of focusing on employee commitment and improving employee productivity. More so, the rate at whihc employees are involved in the organization has an impact on the relationship between the organizational culture and employees’ productivity. Originality/value- The study contributes to literature by exploring how talent managment influences employee productivity, while investiating the critical moderating role of employee involvment.

AbstractThis study aims to examine whether the main job attitudes (job satisfaction, job involvement, employee engagement, organizational commitment, and perceived organizational support) mediate the relationship between emotional intelligence and Quality of Work Life (QWL) or not. This study employed a survey design involving employees from various industries at various levels around Indonesia. We distributed 400 questionnaires to the respondents, and the response rate was 81%. Path analysis using SmartPLS 3.0 was used to check the validity and reliability of the questionnaires. Findings. Findings confirmed that employee satisfaction, employee involvement, and perceived organizational support mediated emotional intelligence and quality of work-life. However, employee engagement and organizational commitment did not mediate the relationship between emotional intelligence and the quality of work-life. Limitations. Our study covered a relatively small scope; thus, it is suggested that further studies involve more respondents and regions. Uniqueness. This research explained the mediation effect of major job attitudes based on the Robbins Model, and this was the first time the model was tested in Indonesia.

Existing research has found heterogeneity in the implementation of Lean and its outcomes in terms of employee involvement across countries. This article explores the potential role of labour–management relations. It relies on in-depth company case studies carried out in the aerospace industry in France and Sweden. The study finds significant variations in employee involvement – higher in the Swedish than in the French cases. Managerial orientations did play a role, as the 'technocratic' form of Lean in France echoed a more unilateral top-down conception of management, while Swedish managers appeared more receptive to the 'involvement-enhancing' paradigm. But the attitudes and behaviours of unions were also a crucial factor, as Swedish unions were very effective in impinging on the implementation of Lean at workplace level, while their French counterparts, often divided, adopted a more defensive stance, lacking expertise and implication in the promotion of high-involvement work organisations. [ABSTRACT FROM AUTHOR]

Integrated project delivery (IPD), an emerging collaborative-oriented project delivery system, is considered an advanced solution to the limitations of traditional project delivery approaches. Research on factors that have influenced IPD implementation has recently got broad attention. One of interests is cultural barriers as one of the main obstacles to implementing IPD. However, culture is a broad concept that involves the organizational shared values, beliefs, and behaviors, and many aspects of this concept might shape practices and behaviors to adopt IPD implementation. This research aims to fill the knowledge gap by analyzing cultural factors through organizational change frameworks. It identifies the elements that are important in successfully implementing IPD. A conceptual framework is proposed as a scaffold to inform the importance of cultural factors. The framework was drawn from organizational change and the organizational development models. Cultural factors in the framework were classified into two categories: managerial-level factors (communication and integration, reward system) and member-level factors employee (involvement, readiness to change). The framework was validated using a partial least squares structural equation modeling (PLS-SEM) technique. Data was collected using a survey questionnaire from 128 participants. Results indicated that employee involvement is the most influential factor strongly correlated with successful IPD implementation. Factors of communication, integration, and readiness to change were positively correlated with IPD implementation. Surprisingly, the reward system had no significant relationship with IPD implementation. Plausible reasons are discussed in further detail. Research contributions include a comprehensive exploration of IPD viewed under the lens of organizational change, analysis of the fundamental factors of culture for project delivery to initiate change, and study of cultural factors in organizations that align well with IPD implementation requirements. [ABSTRACT FROM AUTHOR]

Even in the epoch of the 4th Industrial Revolution, technologies are introducing human–machine/technology interactions that must be appropriately managed to prevent or reduce avoidable human errors. In recent years, power plants have started examining ways to manage human errors attributable to maintenance, thereby improving performance, safety, and well-being. Maintenance management requires the integration of human factors engineering (HFE) principles with maintenance practices to handle the issue of human errors. When adopting human factors engineering interventions to enhance maintenance, power plants must demonstrate the capacity for change to ensure effective management of change and realize the intervention's benefits. The main focus in power plants is usually on the technical side of change, with less emphasis on human factors. This study aimed to develop and trial a model for determining the capacity for change to aid HFE adoption in electric power systems maintenance. A quantitative and cross-sectional survey was conducted with maintenance personnel working in South African power plants. The results showed that management commitment, knowledge, and employee involvement are associated with the capacity for change in the maintenance of power plants. This study extends previous studies on the capacity for change when adopting unconventional interventions in maintenance such as HFE principles. [ABSTRACT FROM AUTHOR]

In this article, I show that current literature on authoritarian neoliberalism has not only overlooked the crucial role of legitimation in authoritarian neoliberal regimes, both pre- and post-2008, it has also failed to properly conceptualise it. While existing scholarship mainly pictures neoliberal governments as pursuing legitimation to ensure accumulation remains unopposed, I instead argue that neoliberal governments see legitimation as an instrument of, and precondition for, accumulation – as directly feeding into it. Indeed, my contribution shows that governments aim to transform citizens into neoliberal subjects that actively and willingly participate in neoliberal accumulation. I call this project, which relies on state-driven mass behavioural change, a strategy of 'accumulation by legitimation'. The article illustrates this with the case of Thatcherism, analysing newly released governmental archival sources through a Marxist-Foucauldian framework. I unearth the Thatcher government's propaganda campaign and employee involvement policy, which were a combined effort to influence the British people through governmental education, share ownership as well as communication and consultation in industry. The objective was to turn British workers into self-identifying capitalists that would willingly support the market order and accept its imperatives by themselves, such as the need to moderate their own wage demands. Thatcherites saw this as a prerequisite for their employment and counter-inflationary policies to work. This far-reaching strategy however faced significant obstacles, both from inside government and from British capital, illustrating key contradictions in neoliberalism. While neoliberal ideas endure, this sheds light on the incomplete and fragile character of neoliberal hegemony up to today. [ABSTRACT FROM AUTHOR]

This study explores the antecedents for organizational change readiness for altering the status quo and empirically validates few potent tools which facilitate change. By drawing on change management literature, this study examines the influence of employee voice (EV) and employee involvement (EI) on commitment-to-change (CTC), considering the latter as a mediating variable in the relation between antecedent human resources practices (EV and EI) and organizational change readiness (OCR). Subsequently, the moderating role of transformational leadership was analyzed on these posited relationships. The hypotheses proposed in the research model are tested on a sample of 516 employees from an Indian public sector organization, applying Baron and Kenny's (1986) technique for establishing mediation and Ping's approach to moderated structured equation modeling for moderation. The findings suggest that CTC partially mediates the relationship between EV and OCR, but it does not mediate between EI and OCR. Likewise, the study results also empirically validate that the relationship between EV and CTC is enhanced if leadership is transformational, also the hypothesis positing the moderating role of transformational leadership between EI and CTC was supported. [ABSTRACT FROM AUTHOR]

Due to rapid technological advancements and intense competition, organizations must find new ways to do business. As a result, changes in an organization's structures, systems, and strategies are now a pre-requisite to survive the competition. Involving employees in strategic change programmes will harness ideas that enhance competitive advantage and organizational performance. The purpose of this study is to inform industry executives, especially in insurance companies, that employees are crucial resources that must be valued for their contribution to the survival of the organization. A total of 115 respondents were surveyed using a 5-point Likert scale questionnaire in a quantitative research approach. This study employed the multiple regression method to test the effect of five employee involvement constructs on organizational performance using IBM SPSS V28 software. All five constructs, that is, participation in decision-making, teamwork, communication, creativity, and innovation, significantly affected the performance of insurance companies in Zimbabwe. This study's findings will convince top managerial leaders of the insurance industry to acknowledge and appreciate the importance of involving employees in strategic change programmes. Furthermore, industry regulatory authorities can promote policies and practices that involve employees in decision-making. [ABSTRACT FROM AUTHOR]

Fast Moving Consumer Goods Firms (FMCGs) are constantly under change in the effort to enhance their internal operations and become more competitive in the market. A change process is always challenging, and its success must consider multi-angled approaches, as it affects all stakeholders. The way changes are tackled is fundamental to the success and survivability of an enterprise. The main objective of this study is to examine change management in the FMCG industry using selected firms in Lagos State with specific goals to investigate how much employee involvement, employee training, resources, and leadership affect change management in Lagos. The study adopted a descriptive research design, and the study population consists of all the managerial staff of the 25 most rated companies in the FMCG industry in Lagos. The sample size was 100 respondents. The online survey was used, and the data collected were analyzed using factor analysis. The empirical results indicate that all selected key factors contribute towards achieving effective change management as hypothesized. The results of this work may benefit enterprise managers planning, executing, and assessing change processes, as proper considerations of the factors discussed throughout this work may increase the chances of the change process success, resulting in a better performing and competitive enterprise. [ABSTRACT FROM AUTHOR]

PURPOSE: This study explores the association between sustainable business practices (SBP) and turnover intention (TI) to understand the role of sustainability initiatives in influencing employee retention and organizational commitment. METHODOLOGY: The present study conducted a systematic literature review (SLR) following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) Statement. From an initial selection of 326 articles, a rigorous double-blind screening process identified 31 key papers for in-depth analysis. FINDINGS: The systematic review provides compelling evidence that SBP have a robust positive association with employee outcomes, especially in reducing TI. This relationship is notably mediated by job satisfaction and organizational commitment and moderated by psychological safety and ethical leadership elements. Further, key gaps were discerned, including the necessity to explore the varied impact of SBP across industries, the enduring effects of SBP on TI, the influence of cultural and contextual facets, and the urgency for methodological advancements in cross-cultural research. In response to these gaps, four hypotheses were conceptualized to provide deeper insights into the complex interplay between SBP, TI, and overarching cultural/contextual variables. IMPLICATIONS: Theoretically, this research adds to the existing literature by empirically validating the relationship between SBP and TI, highlighting critical mediators and moderators, and suggesting avenues for future research. Incorporating the identified gaps and proposed hypotheses provides a structured direction for subsequent investigations. The findings emphasize the importance of integrating SBP into organizational strategies to promote sustainability while enhancing workforce well-being and retention. Organizations can align with sustainability goals and boost employee satisfaction by focusing on organizational commitment, open communication, and leadership grounded in ethical and sustainable principles. ORIGINALITY AND VALUE: This research provides a comprehensive overview of the interplay between SBP and TI, integrating insights from various studies. By emphasizing understudied mediators and moderators, identifying research gaps, and outlining derived hypotheses, the study sets the stage for future inquiries. Its practical recommendations are essential for organizations that balance sustainability goals with workforce stability, benefiting organizational performance and employee satisfaction.

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Mick Marchington's contributions to the field of human resource management (HRM) was considerable through his leadership, teaching and research. In the research arena he made significant contributions to the topics of employee voice, participation, and involvement as well as the future of work. A common thread to his research concerned humanising management and HRM through a pluralist value system. In this article we summarise his key contributions. [ABSTRACT FROM AUTHOR]

Mick Marchington's contributions to employee voice, participation, and involvement are broad and deep. This scholarship is consistently distinguished by a rejection of 'one‐size‐fits‐all' approaches in favour of complex, multi‐layered understandings. We reflect on some of Marchington's key contributions to employee voice, participation, and involvement, with an emphasis on the importance of internal actors who are conditioned by diverse internal and external influences. We also illustrate the lasting importance of this approach by applying it to the COVID‐19 health crisis currently unfolding. [ABSTRACT FROM AUTHOR]

Our paper examines how the work of Mick Marchington integrated older forms of employee participation with newer patterns of employee involvement. The paper shows how Employee Involvement and Participation (EIP) is central to contemporary Human Resource Management (HRM) in four distinct ways: first is the 'theoretical' integration of pluralism into newer HRM approaches; second is the 'practical' insights gained from what was happening at organisational level; third is the contributions to ongoing 'policy debates' about fair work; and finally, his emphasis on 'context‐sensitive methods' link macro, meso and micro developments. We refer to three specific projects and related periods: a Department of Employment funded project during the late 1980s and early 1990s which developed the waves and escalator concepts of EIP; a Chartered Institute of Personnel Development project concerned with employee voice and management choice in the 2000s, which gave insight to multiple meanings of EIP and strategic choice; and research concerned with the notion of fair voice from comparative cases studies across different liberal market economies from 2008 onwards. By reflecting on these research projects and periods we present a potential framework that offers continued longevity for the future study of HRM. [ABSTRACT FROM AUTHOR]