Employee Involvement in Practice
Based on Human Resource Management (4th Edition) by Alan Price - published by Cengage
The book looks at employee involvement as an aspect of engagement.and ties it to communication.
Marchington (2001) saw employee involvement as a feature of soft rather than hard HRM. In firms with a hard orientation, Marchington considers that the ‘numbers-driven’, cost-cutting mentality reduces involvement to a one-way communication channel aimed at transmitting management decisions and propaganda to staff. This contrasts with organizations that are true believers in employees as their ‘greatest asset’ where there is a strategic commitment to sharing information and opinions and achieving a workplace culture that meets business needs. Bennett (2010) describes employee involvement as a form of employee voice initiative which may be seen differently by HR practitioners and unions.
More on pages 236-258 of Human Resource Management, 4th edition
Internal communications - don't just do it - use it!
Here are some broad hints to help bring about successful change through effective communication.
Why high skill, high involvement workplaces are believed to be more effective than traditional 'top-down' management regimes.