Could action research provide the key to true workplace collaboration?

Management practices that serve principles of "efficiency" and "effectiveness" in the capitalist understanding of such notions have generated work practices that purport to empower employees under the guise of employee participation programs. In the fieldwork reported here, action research was used as a vehicle to initiate collaborative workplace engagements for the benefit of an organization and its employees. Our results have implications for action researchers and for social construction theory. We found that collaborative behaviors, modeled through action research to all organization levels, have the potential to initiate change toward respectful pluralist engagements. Authentic participation requires a supportive environment in order for organizations and their employees to truly flourish. It became apparent that New Zealand employment law provided a framework within which to work collaboratively, but the will to do so was not fully evident. However, through action research, the participants began to construct their "common sense" (Berger & Luckmann, 1966: 37) of their shared workplace reality and goals

Statement of Kenneth McLennan before the Commission on the Future of Worker-Management Relations on Chapter II of its Fact Finding Report to the U.S. Department of Labor

Testimony_McLennan_080394.pdf: 431 downloads, before Oct. 1, 2020

Critical issues in library management : organizing for leadership and decision-making

Papers from the thirty-fifth Allerton Institute. [October 24-26, 1993]Includes bibliographical references

Employee Ownership and Shared Capitalism: New Directions in Research

[Excerpt] This book showcases the diverse state of cutting-edge academic work on shared capitalism. More specifically, this book attempts to illuminate a representative cross section of current research about shared capitalism, enliven academic debates about it, and embolden new research initiatives. The works in this volume do not provide a complete picture of the current state of employee ownership or research about it, but by showcasing a representative sample of work, they illuminate shared capitalism\u27s complexity as an organizational, psychological, sociological, and economic phenomenon that requires deep interdisciplinary understanding. Another goal of this volume is to demonstrate to broader groups of policy makers, shareholder activists, journalists, business intellectuals, economic and social justice activists, and citizens the ongoing relevance of shared capitalism and its potential for improving broader social and economic outcomes beyond employee well-being and firm productivity, such as promoting economic growth, innovation, and employment stability, as well as addressing the alarming growth in wealth inequality that has occurred in the last two decades. Although this book and its introduction focus primarily on employee ownership in the United States and, to a lesser extent, western Europe, it is important to note that shared capitalism can be found in all parts of the globe, from broad-based employee stock options in Korea, to the privatization of formerly state-owned industries in eastern Europe, to worker cooperatives in Argentina that were created in response to the financial crisis of the early 2000s. This diversity provides a rich set of experiences on which we can draw to assess the potential offered by shared capitalism and to inform policies to encourage it. This volume represents a modest step in that direction

Global Leadership and Managerial Competencies of Indian Managers

A review of the literature on the qualities of effective managers, leaders and world class or global manager indicates a good degree of consistency in the qualities required to be called a global manager. In these days when mergers and acquisition have become common and national boundaries are crossed with ease in acquiring new businesses and setting up new businesses it is necessary to understand and acquire the competencies needed to be globally successful leader. This paper identifies 25 such qualities from a 360 feedback survey of 762 senior and top level managers from manufacturing, services and pharma sectors combined with those from a mix of organizations belonging to two leading business houses of India. An analysis of the open ended assessments given by nearly 7600 managers indicated the most frequently perceived strengths and weaknesses of Indian management. Job knowledge comes out as the most frequently observed strong point of Indian managers and this cuts across various sectors and business houses. Communication, team work, and hard work come out as other strong points of more than 20 per cent of Indian managers. Short temper, open-mindedness, and inability to build juniors are the most frequently mentioned areas needing improvement. Vision, values, strategic thinking, decision making skills, risk taking, innovativeness, ability to learn from mistakes, learning orientation and self renewal efforts, and cross cultural sensitivity are other qualities lacking in Indian managers to be called as global managers. These qualities are either not exhibited dominantly or are not received bye fellow managers. Future management education and management development programmes should focus on these qualities to prepare Indian managers to be world class managers.

Post-automation: report from an international workshop

The purpose of this report is to share lessons from an international research workshop dedicated to post- automation. Twenty-seven researchers from eleven different countries in Africa, Asia, Latin America and Europe, met at the Science Policy Research Unit at Sussex University on 11-13 September 2019, where we discussed empirical research papers and explored post-automation in group activities. We write this report primarily for researchers, but also for activists and policy advisors looking for more imaginative approaches to governing technology, work and sustainability in society, compared to those dominant agendas adapting automatically to the interests behind automation. The report is structured as follows. Section two introduces the workshop topic and papers presented, and which leads into two related areas that became a focus for discussion. First, some challenges in the foundations of automation theory (section three). And second, post-automation as a more constructive proposition to the challenges of automation, and that is happening right now (section four). Section five summarises some key points arising from the workshop, based on empirical observations from the margins of digital technology development, and that give both a flavour of the workshop and help elaborate the post-automation proposition. Some analytical and strategic themes are discussed in section six. We conclude in section seven with proposals for a post-automation agenda

Impact of Employee Empowerment on Job Satisfaction

Purpose: The purpose of this study is to measure the factors affecting the performance of employee by discussing impact of employee empowerment on job satisfaction. Design/methodology/approach: Being descriptive study, survey method was adopted for data collection to find out the factors. The methodology comprised research design, Target population for the study, sampling techniques, sampling Method, sample size determination etc . Data was analyzed by using Cronbach?s Alpha, correlation and regression in SPSS software. Findings: The independent variable empowerment was weakly moderate correlated with dependent variable job satisfaction. Hence it is concluded that employee empowerment has a positive impact on the job satisfaction. Originality/value – The paper reveals there exist relationship between the performance of employee and factors affecting in employee performance in Bahawalpur. Keywords: Performance of employee, job satisfaction, training, empowerment

Impact of Employee Empowerment on Job Satisfaction

Purpose: The purpose of this study is to measure the factors affecting the performance of employee by discussing impact of employee empowerment on job satisfaction. Design/methodology/approach: Being descriptive study, survey method was adopted for data collection to find out the factors.The methodology comprised research design, Target population for the study, sampling techniques, sampling Method, sample size determination etc. Data was analyzed by using Cronbach?s Alpha, correlation and regression in SPSS software. Findings: The independent variable empowerment was weakly moderate correlated with dependent variable job satisfaction.Hence it is concluded that employee empowerment has a positive impact on the job satisfaction. Originality/value – The paper reveals there exist relationship between the performance of employee and factors affecting in employee performance in Bahawalpur. Keywords: Performance of employee, job satisfaction, training, empowerment. Paper type: Research pape