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AC1.2 Differentiate between employee involvement and employee participation and how it builds relationships
Guidelines:
- Introduction to employee engagement and employee engagement.
- Definition of involvement and participation.
- Difference between decision making.
- Differences in depth, form, scope and method.
- Link between unitarism and pluralism.
- The connection between job design theory and motivation.
- Real life example.
- Evidence.
- Guide to employee engagement and employee engagement:
Before explaining the details of employee engagement and employee engagement.
Explaining these is a unique way to involve employees in decision-making and build relationships within an organisation.
2. Definition of involvement and participation:
Learners must define these two terms:
a. Employee involvement:
Employee involvement refers to deep involvement where employees participate in decision-making processes.
b. Employee involvement:
Employee involvement often involves employees making decisions but does not necessarily affect outcomes.
- Difference between decision making:
Learners should highlight the important difference between decision making and participation:a. Participation:
Participation often involves making direct decisions about an organisation’s direction, strategy, or operations.
b. Employee involvement:
Participation generally requires less decision-making; here employees may have ideas or give input but may not decide on the final decision.
4. Differences in depth, form, scope and method:
Learners should explain the difference between engagement and participation in terms of depth, form, scope and method:
a. Depth:
Involvement are deeper involving employees in long-term plans and operational decisions. Participation will remain central, with decision-making staff smaller and more specialised.
b. Format:
Collaborations can take a more structured format, such as staff meetings or regular meetings. Engagement may be less structured, such as feedback assessments or open-door policies.
c. Scope:
The scope of collaboration is often broader and covers many aspects of an organisation. Participation may be limited to certain areas or procedures.
d. Paths:
Collaboration with employees often requires different paths, such as good circles or collaborative work organisations. Employee engagement methods can be simpler, such as feedback boxes or
feedback.
5. Link between unitarism and pluralism:
a. Unitarism:
Employee participation can be based on a consensus where all employees work together to achieve the appropriate goals of an organisation. It expresses belief in an organisation with common values and goals.
b. Diversity:
Employee engagement can be seen from many perspectives and recognises the talents of different employees. It is aware that employees may have different opinions and tries to solve these problems through cooperation.
- The connection between job design theory and motivation:
Learners should discuss the differences between job design theories regarding employee engagement and participation:
a. Business Development:
Describes a business development program that focuses on engaging employees in activities that provide a sense of accomplishment and recognition. Employee engagement is based on job support, motivation and job satisfaction.
b. Business Model:
Shows how the business model reflects employee involvement in creating jobs with different characteristics, such as multiple skills and core function. Employee engagement is an important factor in creating a supportive work environment.
7. Real World Examples:
Learners should give examples from real organisations such as the way in which Toyota engages employees through its famous “Toyota Production System”.
8. References:
Learners should are use well-established sources as a source of reference such as:
Sun, L., & Bunchapattanasakda, C. (2019). Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), 63-80.Kwon, K., & Kim, T. (2020). An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model. Human Resource Management Review, 30(2), 100704.
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