First is to give power to the employees in the making decisions that are relevant to their performance and the organization as well. Organizations can take full advantage of the involvement when they accord a strong sense of empowerment to their employees and allow these workers to carry out decisions. For example, to create forums and discussions between employees so they can share and develop their suggestions for enriching organizational performance has been proven effective; however, this step can only be successful when good ideas are used and applied (Lawler 2008). The second component is information such as providing as many facts and details as possible about how the organization is doing.
These may come in the form of short reports on overall outputs, earnings, and customer responses. The more that employees know about where their efforts are going and how they are doing, the more that they will be able to effectively contribute to the organization. Coming up with a comprehensible information system that shows their work process and results will greatly influence their efforts and actions. When managers are transparent regarding the organization’ s processes, it will give employees an easier time in recognizing the connection that exists between their own productivity and performance of their organization (Lawler 2008).
The next component to consider is the employees’ overall knowledge or their abilities and expertise. Enhancing the knowledge of the employees will allow them to become committed to training and development. In an organization that makes use of high involvement practices, these training experiences can be helpful as the right skills and knowledge are necessary for making important organizational decisions.
Finally, the last component is a reward. Edwards and Wright (2001) believe that in a high involvement organization, employees are rewarded when they contribute flexible efforts and a compliant behavior for the improvement of organizational performance.
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