Assessing the Organization Culture Influence in Employee Involvement and Empowerment
*Dr. Aabha Singhvi
$Mr. Yash C Doshi
@Dr. Ravindra. R. Kaikini
*Assistant Professor, ROFEL GRIMS MBA, Vapi, Gujarat, India
$Research Scholar, Gujarat Technological University, Ahmedabad, Gujarat, India
@Professor, Sahyadri college of Engineering & Management, Mangalore, Karnataka, India
Abstract: Employee involvement and empowerment are two deep factors that affect the daily performance of the organization; however, both
these aspects of involvement and empowerment are highly influenced by the organizational culture prevalent. The organizational culture thus,
has a greater role in the level of involvement and empowerment. Organizational culture is the way the organization works its planning and
strategizing, which further provides an impetus for the employees to stay. Culture does play a pivotal role in the organization. Employee
involvement is the level of interest shown by the employee to accomplish the overall strategy of the organization whereas employee
empowerment is the level of freedom towards the decision-making employees are allowed to make. This research paper is basically an assessment
towards analyzing these factors in-depth. The outcome of the research shows tremendous influence of organization culture in employee
empowerment and employee involvement.
Keywords: : employee empowerment, employee effectiveness, employee involvement, employee performance, organizational culture.
- Shrivastava, M., & Dave, S., “Compatibility: Between Culture and Change,” SCMS Journal of Indian Management, vol. 7, issue 1, 2010.
- Mobley William h., Wang Lena, Fang Kate, “Measuring and Developing IT in Your Organisation,” Behaviour, vol.14, pp.379-394, 2005.
- Soni, S., “Impact of Organizational Culture on Employee Engagement and Effectiveness in Indian Manufacturing Company,” IITM Journal of Management and IT, vol. 42, 2019.
- Kuscu, Z.K., Yener, M. & Gürbüz, F.G., “Learning Organization and its Cultural Manifestations: Evidence from a Global White Goods Manufacturer,” Procedia – Social and Behavioral Sciences, 210, pp.154-163, 2015.
- Marin-Garcia, J. A., & Bonavia, T., “Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry,” International Journal of Production Research, vol. 53, issue 11, pp.3260-3275, 2015.
- Athahar, P., “Employee Involvement and Organizational Culture,” Journal of Business and Management, pp.79-84, 2019.
- Lawler, E.E., Mohrman, S.A., & Benson, G., “Organizing for high performance: Employee involvement, TQM, reengineering, and knowledge management in the Fortune 1000,” San Francisco, CA: Jossey-Bass, 2001.
- Lawler, E.E., “Treat people right,” San Francisco, CA: Jossey-Bass, 2003.
- Browning, V., Edgar, F., Gray, B., & Garrett, T., “Realising competitive advantage through HRM in New Zealand service industries,” The Service Industries Journal, vol. 29, issue 6, pp.741-760, 2009.
- Shiu, Y.M., & Yu, T.W., “Internal marketing, organisational culture, job satisfaction, and organisational performance in non-life insurance,” The Service Industries Journal, vol. 30, issue 6, 793–809, 2010.
- Benson, G. S., and E. E. Lawler III, “Employee Involvement: Utilisation, Impacts, and Future Prospects.” Chap. 9 in The Essentials of the New Workplace: A Guide to the Human Impact of Modern Working Practices, edited by D. Holman, T. D. Wall, C. W. Clegg, P. Sparrow, and A. Howard, 153–172. Chichester: John Wiley & Sons, 2005.
- Lawler III, E. E., “High Involvement Management,” San Francisco: Jossey-Bass, 1991.
- MacDuffie, J. P., “Human Resource Bundles and Manufacturing Performance: Organisational Logic and Flexible Production Systems in the World Auto Industry,” Industrial and Labor Relations Review, vol. 48, issue 2, 199-221, 1995.
- Guerrero, S., and V. Barraud-Didier, “High-Involvement Practices and Performance of French Firms.” International Journal of Human Resource Management, vol. 15, issue 8, pp.1408-1423, 2004.
- Guthrie, J. P., C. S. Spell, and R. O. Nyamori, “Correlates and Consequences of High Involvement Work Practices: The Role of Competitive Strategy,” International Journal of Human Resource Management, vol. 13, issue 1, 183-197, 2002.
- Wood, S., and L. M. de Menezes, “Comparing Perspectives on High Involvement Management and Organizational Performance across the British Economy.” The International Journal of Human Resource Management, vol.19, issue 4, pp.639-683, 2008.
- Zatzick, C. D., and R. D. Iverson, “High-Involvement Management and Workforce Reduction: Competitive Advantage or Disadvantage?” Academy of Management Journal, vol. 49, issue 5, pp.999-1015, 2006.
- Cummings, T. G., & Worley, C. G., “Organisation development and change,”, 9th edition. Cincinnati: OH Southwestern college publishing, 2008.
- Bowen, D.E., & Lawler, E.E., “The empowerment of service workers: What, why, how, and when,” Sloan Management Review, vol. 33, issue 3, pp.31-39, 1992.
- Eby, L., Freeman, D., Rush, M., & Lance, C., “Motivational bases of affective organisational commitment: A partial test of an integrative theoretical model,” Journal of Occupational and Organizational Psychology, pp. 463-483, 1999.
- Pfeffer, J., &Veiga, F., “Putting people first for organisational success,” Academy of Management Executive, vol. 13, issue 2, pp. 37-48, 1999.
- Black, S.A., Lynch, L.M., &Krivelyova, A., “How workers fare when employers innovate,” Industrial Relations, vol. 43, issue 1, pp. 44-66, 2004.
- Tata, J., & Prasad, S., “Team self-management, organisational structure, and judgments of team effectiveness,” Journal of Management Issues, vol. 16, issue 2, pp.248-256, 2004.
- Conger, J.A. and Kanungo, R.N., “The empowerment process: integrating theory and practice”, Academy of Management Review, vol. 13, no. 3, pp.471-82, 1988.
- Thomas, K.W. and Velthouse, B.A., “Cognitive elements of empowerment: an ‘interpretative’ model of intrinsic task motivation”, Academy of Management Review, vol.15, pp.666-81, 1990.