Professional Documents
Culture Documents
PARTICIPATION
Presented By:
M.Tulasinadh, MBA., (
INTRODUCTION
When an organization truly wants to create a positive work environment that is based on
high
trust,
exceptional
customer
service,
collaborative
teamwork,
operational
excellence, and creative problem solving, then the leadership team must begin to
understand, invest in, and be responsive to the needs of the group that represents the
organizations most valuable assets, and is also one of its most important customers,
the employees. The return on such nominal investments will come in the form of higher
levels of employee motivation, creativity, productivity, and commitment that will move
the organization forward with greater profitability.
A fundamental Total Quality Management precept is that employees must be involved
and empowered.
Continued
Employee Participation
Although the difference may be subtle, there is a difference between employee participation
and employee involvement. When the two phrases are used within the human resources
context, it can denotes two separate company policies and levels of employee company
interaction. However, both processes can yield a more productive work force.
Employee Participation
When an employee participates in a business activity, it means he shares the activity with
others. These others form one team with the employee and the team is responsible for
completion of a goal or project. The team provides the forum where the employee can suggest
ideas to make the item more efficiently and make decisions about his portion of the team's
project. Whether the level of the employees' involvement is major or minor, all team members
are encouraged to participate.
ADVANTAGES
Combining both management styles can yield a work force that is more motivated and
employees who enjoy their jobs more as they feel part of the process.
It can lead to longer employment periods with the same employees, requiring fewer new
employee hires and reducing company turnaround.
The projects can be completed and implemented faster and more efficiently given that the
workers are more aware of the methods to streamline the process than management, as the
employees are responsible for the daily maintenance.
IMPLEMENTATION
In order to implement employee involvement and empowerment to an enterprise the
following key actions need to take place:
Giving employee the responsibility
Training employee to accept responsibility
Communicating and giving feedback
Giving rewards and recognition
Suggestion Box
The old-fashioned suggestion box that is rarely opened, let alone utilized, will not do much for
company morale, however, a suggestion box with a kick will involve employees from throughout
the company.
Safety Committees
Reducing
accidents
can
reduce
your
liability
and
improve
attendance
and
productivity.
Implementing safety committees at your business can help you achieve this goal. Each
committee member should serve a one-year term. Provide a place for monthly safety meetings
and make sure a member of management attends to consider any safety suggestions.
Ideas Campaign
Placing dry-erase boards in each department and promoting an "ideas campaign" will help keep
employees involved. When employees come up with new ideas to make the business run more
smoothly, they can put them on the board.
Peer Picking Program
In 1975, one of the populist measures adopted by the Government was a 20-point
programme, and workers participation was one of the points. A new scheme of shop councils
and joint councils was formulated in October that year.
When the Janata Party came to power in 1977, it appointed a committee under Labour
Minister Ravindra Verma to investigate statutory imposition of participation. The Verma
Committee in 1978 duly recommended a statute on participation.
The final step in the rather prolonged introduction of participation was taken in 1990, when
the new Government drafted a Participation of Workers in Management Bill, and circulated it
among chambers of commerce and major unions for comments. The annual labour
conference that year had an almost single-point agenda statutory participation.
RAMSEYS TYPES
1. Task Involvement
2. Team Briefing Systems
3. Consultative Arrangements
DIRECT PARTICIPATION
Team Working
Quality Circles
Attitude Surveys
Suggestion Scheme
Collective Bargaining
Works Councils
Worker Directors
Cycles:
Waves:
ETHICAL CODES
ETHICAL CODES
Subpart A General Provisions
Subpart A establishes the framework for the
value. However, it does not include items that clearly are not gifts,
such as publicly available discounts and commercial loans and it
does not include certain inconsequential items, such as coffee,
donuts, greeting cards, and certificates.
superior; or
Accepting a gift from a lower-paid employee, unless the two
occasion, food and refreshments shared in the office, or personal hospitality at a residence. This
exception can be used for birthdays and those holidays when gifts are traditionally exchanged.
On infrequent occasions of personal significance, such as marriage, and on occasions that
terminate the superior-subordinate relationship, such as retirement, employees may give and
accept gifts appropriate to the occasion and they may make or solicit voluntary contributions of
nominal value for group gifts.
The
particular matters that have a direct and predictable effect on the financial
interests of person with whom they are seeking employment or with whom they
have an arrangement concerning future employment.
The term seeking employment encompasses actual employment negotiations
private gain of friends, relatives, or persons with whom they are affiliated in a nonGovernment capacity, or for the endorsement or any product, service, or enterprise;
A prohibition against engaging in financial transactions using nonpublic information,
effort
to
perform
official
duties
and
prohibition
against
outside employment. These provisions are in addition to the provisions set out in other parts of
the regulation. The provisions in Subpart H include:
Synopses of statutes and a constitutional provision that may limit certain outside activities;
A prohibition against engaging in outside activities that conflict with employees official duties;
Authority by which individual agencies may require employees to obtain approval before
engaging in outside activities;An outside earned income ban applicable to certain Presidential
appointees and certain non-career employees;
CONCLUSION
business organizations is one that is only a few decades old. Sceptics initially
feared that such an approach would be doomed to devolve into chaos, similar to a
bus driver who allows multiple passengers to steer simultaneously. However,
when used effectively, employee participation can lead to greater workplace
satisfaction, increased profitability and faster growth.