12. YOU BY : RohitNayyar Ankit Gupta VarunSaraswa MayankShukla TasavurZaidi IIPM
Hinweis der Redaktion
Employee participation is the process whereby employees are involved in decision making processes, rather than simply acting on orders. Employee participation is part of a process of empowerment in the workplace.Empowerment involves decentralising power within the organisation to individual decision makers further down the line. Team working is a key part of the empowerment process. Team members are encouraged to make decisions for themselves in line with guidelines and frameworks established in self managing teams. Employee participation is in part a response to the quality movement within organisations. Individual employees are encouraged to take responsibility for quality in terms of carrying out activities, which meet the requirements of their customers. The internal customer is someone within the organisation that receives the 'product of service' provided by their 'supplier' within the organisation. External customers are buyers and users outside of the organisation. Emhiployee participation is also part of the move towards human resource development in modern organisations. Employees are trusted to make decisions for themselves and the organisation. This is a key motivational tool.
Employee participation is the process whereby employees are involved in decision making processes, rather than simply acting on orders. Employee participation is part of a process of empowerment in the workplace.Empowerment involves decentralizing power within the organization to individual decision makers further down the line. Team working is a key part of the empowerment process. Team members are encouraged to make decisions for themselves in line with guidelines and frameworks established in self managing teams. Employee participation is in part a response to the quality movement within organizations. Individual employees are encouraged to take responsibility for quality in terms of carrying out activities, which meet the requirements of their customers. The internal customer is someone within the organisation that receives the 'product of service' provided by their 'supplier' within the organisation. External customers are buyers and users outside of the organisation. Emhiployee participation is also part of the move towards human resource development in modern organisations. Employees are trusted to make decisions for themselves and the organisation. This is a key motivational tool.
One factor that can set an organization apart from its competitors whether in services or products, in the private or public sector is its employees. The quality of the organization’s employees, their enthusiasm, and their satisfaction with their jobs and the company all have a significant impact on the organization’s productivity, level of customer service, reputation and survival. In other words, in a competitive environment, people make the difference. Human resources are a critical component in every area of the organization, from finance to sales to customer service to line management. Managers and supervisors in every department confront human resource issues everyday and are responsible not only for interactions within their own department, but also interactions between departments. The primary function of human resources today is tonsure the effective and efficient use of human talent to accomplish an organization’s goals and objectives. Using human resources as a competitive advantage means analyzing what factors are necessary for the organization’s long-term success. Relevant areas to review include: organizational design, key work processes, teams, hiring effective employees, promotion strategies, defining competencies and performance measures, training and development programs for current job and preparation for future positions, reward and recognition systems, motivation and retention, employee perceptions and customer perception of the organization and employees.
METHODS OF PARTICIPATIVE MANAGEMENT FOLLOWED AT TATA CONSULTANCY SERVICES: GOAL SETTING:The employees are divided into groups; each group consists of a senior executive. The goals set here are job related as well as Policy related.When a new policy is implemented, each group is introduced to the policy. The group that manages to adopt the new policy most effectively is rewarded. The same method is followed if a new policy is needed. Here the groups are entrusted the task of formulating an effective policy. The group to formulate the most effective policy is rewarded. This is usually used at times when deadlines are needed to be met or when there is a need for more productivity.It has been noticed that employees work best when their views are taken into consideration. OPEN DISCUSSIONS:All the employees are allowed to voice their opinions and suggestions. In this way there is no need to go to the person in charge to voice your opinions. Red tape is greatly avoided and in this way there is no filtration of any information. FLOOR MEETINGS:These meeting differ from open discussions only because they are related to a particular floor (project/ function) of employees. Here immediate problems are discussed and suggestions are given, the numbers of employees are less as compared to open discussions. Because only concerned members participate. They are held weekly, monthly, quarterly or when ever the need arises. CONFERENCES:Held every week or when a new project begins. DIRECT APPRAISAL MEETINGS:Just the same as open discussion, the only difference is that any effective suggestion is given immediate rewards. The employees are evaluated. Their performance is judged and rewarded. This increases the morale of the employees, as they know that their effort is being recognized and duly rewarded. This encourages them to work harder.
METHODS OF PARTICIPATIVE MANAGEMENT FOLLOWED AT TATA CONSULTANCY SERVICES: GOAL SETTING:The employees are divided into groups; each group consists of a senior executive. The goals set here are job related as well as Policy related.When a new policy is implemented, each group is introduced to the policy. The group that manages to adopt the new policy most effectively is rewarded. The same method is followed if a new policy is needed. Here the groups are entrusted the task of formulating an effective policy. The group to formulate the most effective policy is rewarded. This is usually used at times when deadlines are needed to be met or when there is a need for more productivity.It has been noticed that employees work best when their views are taken into consideration. OPEN DISCUSSIONS:All the employees are allowed to voice their opinions and suggestions. In this way there is no need to go to the person in charge to voice your opinions. Red tape is greatly avoided and in this way there is no filtration of any information. FLOOR MEETINGS:These meeting differ from open discussions only because they are related to a particular floor (project/ function) of employees. Here immediate problems are discussed and suggestions are given, the numbers of employees are less as compared to open discussions. Because only concerned members participate. They are held weekly, monthly, quarterly or when ever the need arises. CONFERENCES:Held every week or when a new project begins. DIRECT APPRAISAL MEETINGS:Just the same as open discussion, the only difference is that any effective suggestion is given immediate rewards. The employees are evaluated. Their performance is judged and rewarded. This increases the morale of the employees, as they know that their effort is being recognized and duly rewarded. This encourages them to work harder.
Participative management is widely advocated but less widely implemented in a way that actually shares real power.Conversations within our organizations about the dignity of workers and the benefits of participation are needed.Management that incorporates effective supervisory communications can enhance employees' job satisfaction. Its value lies in affirming the dignity of employees and democratic principles and in building a robust flexible and dedicated workforce, which enhances long-term organizational success.
