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1 employee involvement
HRa variety of management practices centered on empowerment and trust that are designed to increase employee commitment to organizational objectives and performance improvement. The term employee involvement is often used interchangeably with employee participation, but employee involvement practices tend to take place at individual or workgroup level, rather than at higher decision making levels. -
2 employee commitment
HRthe psychological bond of an employee to an organization, the strength of which depends on the degree of employee involvement, employee loyalty, and belief in the values of the organization. Employee commitment was badly damaged in the late 20th century during corporate reorganizations and downsizing, which undermined job security and resulted in fewer promotion opportunities. This led to the renegotiation of the psychological contract and the need to develop strategies for increasing commitment. These included flexible working and work-life balance policies, teamwork, training and development, employee participation, and empowerment. -
3 employee attitude survey
HRa systematic investigation of the views and opinions of those employed by an organization on issues relating to the work of that organization or their role within it. Employee attitude surveys may be conducted by means of questionnaires or interviews. They may be undertaken occasionally or at regular intervals and may be used to make a general assessment of employee morale or focus on a specific issue such as the introduction of a new policy. Goals may be to identify or gain an understanding of problems so that action to resolve them can be taken, to encourage employee involvement and commitment, or to assist in planning, implementing, and evaluating new initiatives. -
4 employee participation
HRthe involvement of workers in decision making. Employee participation can take either a representational or direct form. Representation takes place through bodies such as consultative committees. Direct participation can be achieved through communication methods such as newsletters, employee attitude surveys, team briefing, and open-book management, or through involvement initiatives such as self-managed teams, suggestion programs, and quality circles. -
5 management style
Gen Mgtthe general manner, outlook, attitude, and behavior of a manager in his or her dealings with subordinates. Organizations may have, or seek to have, distinctive management styles, and sometimes train employees to try to ensure that a preferred style, fitting in with the desired corporate culture, is always used. Management styles can vary widely between extremes of control and consultation. The latter are generally thought to encourage degrees of employee participation in management with consequently improved employee commitment, employee involvement, and empowerment. More participatory styles are also usually related to more open organizational cultures and flatter organizational structures. One well-known instrument for distinguishing individual management styles is Robert Blake’s and Jane Mouton’s Managerial Grid™. -
6 Theory Z
Gen Mgta management theory based on the assumption that greater employee involvement leads to greater productivity. Theory Z was proposed by Douglas McGregor shortly before his death in an attempt to address the criticisms of his Theory X and Theory Y. McGregor’s ideas were expanded by William Ouchi in his book Theory Z (1981), reflecting the Japanese approach to human resource management (see HRM). Theory Z advocates greater employee participation in management, greater recognition of employees’ contributions, better career prospects and security of employment, and greater mutual respect between employees and managers. -
7 quality circle
Gen Mgta group of employees who meet voluntarily and on a regular basis to discuss performance and problems evident in their working environment. A quality circle is usually made up of employees from the shop floor, led by a supervisor. The group has responsibility for implementing solutions to identified problems. Participants are trained in the necessary leadership, problem solving, and decision making skills to enable them to contribute fully to the group. The quality circle is a form of employee involvement derived from a Japanese idea. -
8 suggestion program
HRa policy designed to encourage employees to generate ideas or proposals that improve work processes, for which they receive a gift or cash reward. The objective of a suggestion program is to promote employee involvement, creative thinking, and continuous improvement. Its success can be evaluated in terms of the participation rate, or by the level of cost savings, but there may be an incalculable beneficial effect on sales, customer loyalty, retention of employees, and motivation. -
9 corporate identity
Gen Mgtthe distinctive characteristics or personality of an organization, including corporate culture, values, and philosophy as perceived by those within the organization and presented to those outside. Corporate identity is expressed through the name, symbols, and logos used by the organization, and the design of communication materials, and is a factor influencing the corporate image of an organization. The creation of a strong corporate identity also involves consistency in the organization’s actions, behavior, products, and brands, and often reflects the mission statement of an organization. A positive corporate identity can promote a sense of purpose and belonging within the organization and encourage employee commitment and involvement. -
10 family friendly policy
HRa variety of working practices designed to enable employees to achieve a satisfactory work-life balance. A family friendly policy is often introduced by an organization to facilitate the reintroduction of women with children into the workplace. Equal opportunities legislation and corporate good practice, however, require that such a policy is open to all employees. Typically, a family friendly policy will allow for a variety of flexible working practices and may go further by providing childcare or eldercare facilities, or paid time off for participation in community activities as part of a community involvement program. Although the introduction of a family friendly policy may initially be expensive, benefits to the organization, including improved employee retention and higher motivation and job satisfaction levels, are believed to offset these costs. -
11 open-book management
Gen Mgta management style in which everything is revealed to employees and there are no secrets. Openbook management involves not only revealing a company’s full financial information to its employees but also making transparent all of the workings of the company. Open-book management has been viewed as enabling the empowerment and involvement of the workforce, increasing employee motivation and organizational efficiency. -
12 special leave
HRexceptional leave that may be granted to an employee. Special leave includes sabbaticals, leave granted for study (also known as educational leave), leave for jury service, for volunteer forces training, leave granted to candidates for local or national elections, or for labor union duties and activities, and for community involvement purposes. Special leave can also refer to maternity leave and paternity leave.
См. также в других словарях:
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