Managing Gender Diversity in Asia
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Managing Gender Diversity in Asia

A Research Companion

Edited by Mustafa F. Özbilgin and Jawad Syed

This timely Companion examines the unique codes and processes of managing gender diversity, equality and inclusion in Asia. Managing Gender Diversity in Asia covers the whole geography of Asia through chapters authored by eminent scholars in the field and thus provides an authoritative tool for a critical and evidence based understanding of gender diversity management in Asia. The distinctive nature of Asian institutional structures, approaches and processes are examined in order to account for variations in representation and inclusion at work for women and men.
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Chapter 4: Employee Involvement in Malaysia: Gender Differences and Similarities

Norsiah Aminudin

Extract

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)...

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