「 員工參與 」 （ Employee Involvement ） ＆「 工作設計 」 （ Work Design ）

1. 學校組織改造與策略革新專題研究 「員工參與」（Employee Involvement）＆「工作設計」（Work Design） 指導教授：黃宗顯 教授 報 告 者：李重嶢 許惟翔 報告日期：101.10.25

2. Employee Involvement • Broad refered to as : • Empowerment • Participative managerment • Work design • Industrial democracy • Quality of work life

3. Views • Earlier：quality-of-work-life efforts （the poor quality of life at the workplace） • Current：employee involvement 、 empowerment（US，1950~）

4. Major EI applications （ Parallel structures） • Cooperative union-management projects • Quality circles • High-involvement organizations • Total quality management

5. Definition • To increase members，input into decisions that affect organization performance and employee well-being.

6. Four elements promoting involvement • 1.Power－ • work methods、task assignments、performance outcomes、customer service、employee selection • 2.Information－ • operating results、business plans、competitive conditions、new technologies and work methods、ideas for organizational improvemen

7. Four elements promoting involvement • 3.Knowledge and skills－ • excertise with performing tasks、making decisions、solving problems、understanding how the business operates • 4.Rewards－ • （1）internal：feelings of self-worth and accomplishment • （2）external：pay and promotions

8. The diffusion of EI practices • The study by Lawer and his colleagues（1987~2003） • EI may be considered a set of processes within a particular cultural environment and under the influence of particular values and philosophies.

9. How EI affects productivity • Studies：financial performance、customer satisfaction、labor hours、waste rates • traditions：raised job satisfaction and productivity

10. Improve productivity in three ways： • 1.to improve communication and coordination • 2.to improve employee motivation when needs are satisfied • 3.to improve the capabilities

12. EI & productivity • To increase productivity by： • improving communication and coordination • employee motivation • individual capabilities

13. EI Applications • Three major EI applications vary by power,information,knowledge and skills,and rewards （from least to most involvement）： • parallel structure • high-involvement organizations • total quality management

14. Parallel Structures • Known as colateral structures,dualistic structures,shadow structures • To resolve ill-defined,complex problems and build adaptability into bureaucratic organizations • Operate in conjunction with the formal organization • An alternative setting to address problems and to propose innovative solutions

15. Restricted to making proposals and to offering suggestions for change Controlled in making recommendations,sharinginformation,increasingkowledge and skills,monetaryrewards Application Stages

16. Following steps： 1.define the purpose and scope 2.form a steering committee 3.communicate with organization members 4.form employee problem-solving groups 5.address the problems and issues 6.implement and evaluate the changes Application Stages

17. Application 15.1 present a classic example of a cooperative union-managementprogram at GTE of California Application Stages

18. Results of Parallel Structure Approaches • Lower-level employees：to influence the organization leads to increase worksatisfaction and task effectiveness • Early large-sample evaluation of parallel structures reported mixed results • Recent data suggest stronger relationships between employee participation and performance outcomes

19. Results of Parallel Structure Approaches • Features contribute most to program success： • 1.access to the necessary skills and knowledge • 2.the organization integrate horizontally and vertically • 3.parallel structures are dependent on group members having information. • 4.lower-level managers need to support the program and have participatory leadership styles • 5.top-managementsupport is necessary

20. Results of Parallel Structure Approaches • the National Labor Relations Act（NLRA）

21. High-involvement Organizations • HIOs： • high level of employee participation • the comprehensive nature of their design process • designed jointly by management and workers

22. Features of HIOs • 1. Flat, lean organization structures • 2. Job designs • 3. Open information systems • 4. Career systems • 5. Selection • 6. Training • 7. Reward systems • 8. Personnel policies • 9. Physical layouts

24. Features of HIOs • These HI0 design features are mutually reinforcing • people in the organization are important, respected, valued, capable of growing, and trusted .Their understandings are desirable and expected • These lead to superior effectiveness and competitive advantage, particularly in contrast to traditionally designed organization

25. Application Factors • An implemented value that members want the new organization to support • the implementation process is its participative nature

26. Results of HIOs • 75%better than average on quality of work life,customer service,productivity, quality, and grievance rates • Such results cannot be expected in all situation • The contingencies to favor HIOs: interdependent technologies,small organization size, new plant start-ups, and quality is an important determinant of operating effectiveness • Application 15.2

27. Total Quality Management • known as continuous processimprovement,continuousquality, and sixsigma • quality is achieved when organizational products and services meet or exceed customer expectations • a continuous qualityimprovement capability is essential for global competitiveness

28. Total Quality Management • to increases workers' knowledge and skills through training • to provides relevant information • to push decision-making power downward in the organization • to tie rewards to performance

29. Total Quality Management • W.Edwards Deming： plan-do-check-adjust in Japan • Joseph M. Juran： avoidable and unavoidable costs（the Quality Control Handbook）

31. Total Quality Management • The popularity of TQM（1980 NBC） If Japan Can . . . Why Can't We? • Philip Crosby's book－Quality Is Free • the Malcolm Baldrige National Quality Award、the annual Quality Cup、the Shingo Prize、the Carey Award、the Hammer Awards

32. Total Quality Management • TQM is a growing industry itself, with consulting firms, university courses, training programs, and professional quality improvement • The quality approach is supported by at least four major associations: ASQ、AQP、APQC、ISSSP

33. Total Quality Management • The International Organization for Standardization (ISO) also supports TQM. • Its IS0 9000standard applies to quality systems, and certification requires firms to document key goals and processes, to demonstrate compliance, and to create processes for improvement.

34. Total Quality Management • five major steps： • 1. Gain Long-term Senior Management Commitment（ex：Volvo） • 2. Train Members in Quality Methods • 3. Start Quality Improvement Projects （to identify output variations） • 4. Measure Progress • 5. Rewarding Accomplishment

35. Total Quality Management • Application 15.3 describes one such six-sigma effort at GE Financial service.

36. Result of TQM • TQM success are plentiful in the popular literature • problems： TQM actually helps the organization TQM's impact on organization effectiveness • research needed to assess when and why positive outcomes are valid and how TQM affects the organization

37. THE ENGINEERING APPROACH • The most efficient work designs can be determined by clearly specifying the tasks to be performed, the work methods to be used, and the work flow among individuals. • The engineering approach is based on the pioneering work of Frederick Taylor • The engineering approach produces two kinds of work design: traditional jobs and traditional work groups.

38. THE MOTIVATIONAL APPRBACH • To view the effectiveness of organizational activities primarily as a function of member needs and satisfaction, and seeks to improve employee performance and satisfaction by enriching jobs. • Herzberg：two-factor theory of motivation • Hackman and Oldham：job enrichment

40. THE MOTIVATIONAL APPRBACH • Individual Differences： • Knowledge and skill • Growth-need strength • Context satisfaction • To making a thorough diagnosis of the situation, forming natural work units, combining tasks, establishing client relationships, vertical loading, and opening feedback channels

41. THE MOTIVATIONAL APPRBACH • Application Stages • Making a Thorough Diagnosis • Forming Natural Work Units • Combining Tasks • Establishing Client Relationships • Vertical Loading • Opening Feedback Channels

43. THE MOTIVATIONAL APPRBACH • Barriers to Job Enrichment • The technical system • The personnel system • The control system • The supervisory system • Results of Job Enrichment • Employees whose jobs were high on the core dimensions were more satisfied and motivated than were those whose jobs were low on the dimensions. • Reviews of the job enrichment research also report positive effects. • Job enrichment is effective at reducing employee turnover. • It is interesting that the job feedback dimension emerged as the strongest and most consistent predictor of both psychological and behavioral work outcomes.

44. THE SOCIOTECHNICAL SYSTEMS APPROACH • STS approach currently is the most extensive body of scientific and applied work underlying employee involvement and innovative work designs. • two fundamental premises: an organization or work unit is a combined, social-plus-technical system, and that this system is open in relation to its environment. • Sociotechnical System a social part：biological and psychosocial laws a technical part：mechanical and physical laws • To produce two kinds of outcomes: • products：goods and services • social and psychological： job satisfaction and commitment.

45. THE SOCIOTECHNICAL SYSTEMS APPROACH

46. THE SOCIOTECHNICAL SYSTEMS APPROACH • Three task design elements are necessary for creating self-managed work teams: task differentiation, boundary control, and task control. • manager： • Recruitment and selection • Training • Evaluation and reward systems • Leadership support systems • Use of freed-up time

47. THE SOCIOTECHNICAL SYSTEMS APPROACH • Application Stages • Sanctioning the Design Effort • Diagnosing the Work System • Generating Appropriate Designs • Specifying Support Systems • Implementing and Evaluating the Work Designs • Continual Change and Improvement • Results of Self-Managed Teams • To increase employee satisfaction • To reduce production costs through group member innovations • To decrease absenteeism, turnover, and accident rates.

48. DESIGNING WORK FOR TECHNICAL AND PERSONAL NEEDS • To integrate the three perspectives by providing a contingency framework that suggests that any of the three approaches can be effective when applied in the appropriate circumstances. • framework： • traditional jobs • traditional work groups • enriched jobs • self-managed teams • type： • Technical Factors • Personal-Need Factors • Meeting Both Technical and Personal Needs

49. DESIGNING WORK FOR TECHNICAL AND PERSONAL NEEDS

50. DESIGNING WORK FOR TECHNICAL AND PERSONAL NEEDS