Chapter 4: Employee Involvement in Malaysia: Gender Differences and Similarities
Norsiah Aminudin Introduction Interest in employee involvement (EI) or participation by academics and practitioners has seen the emergence of a rapidly growing body of literature. A fierce competitive environment is forcing many organisations to implement programmes that aim to improve their operations and quality so that they can serve their customers better than their competitors (Shelton, 1991). Among the major elements of this change has been the extension of EI or participation in the workplace. These trends have been well documented but the literature is largely silent when it comes to considering employees’ experiences at different levels of EI and in particular when considering gender issues. The purpose of this chapter is to address some of the critical needs expressed by those who have synthesised prior EI research. It attempts to tap the attitudes of employees, both participants and non-participants, and above all, includes gender as the main variable. It is argued that the research in EI continues to operate as gender blind. The researcher tries to avoid this common error by including gender as one of the key independent variables in examining the relationship between EI and organisational commitment. Employee involvement in context EI may refer to involvement in the task design, as in quality circles (QCs) or some teamwork; gaining of power in decision-making, for example, through empowerment efforts or joint consultation; and financial participation, such as employment share ownership schemes (ESOSs) or gain sharing (Harley et al., 2005). The degree to which employees wish to participate in...
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