The contemporary workplace: changes and challenges
Part 1: Employee Participation in Contemporary Organisations
The present day business conditions associated with dynamic competition, knowledge-based economies, and globalization markets have increased the significance of human resources in an enterprise (Budd, Gollan & Wilkinson 2010). These business conditions have compelled organizations to consider human resources as a strategic resource for every enterprise. In fact, differences existing among organizations are because of the differences existing in terms of human capital, that is, their human resources and their methods of management and development. The theory of employee participation and collaboration in present-day organizations has been drawing interest from different academicians and Human resource management (Ackers et al. 2006). It is obvious that a number or current organizations are facing problems as they try to empower and manage their employees to take part in the organizational decision-making process. In these current turbulent economic conditions, organizations need creative and innovative employees who can take advantage, inspire innovation, embrace change and adapt to high insecurity in the global market (Daft & Marcic 2007). A significant percentage of the new wave of employees prefers working in an organization that appreciates employee participation in its daily operations (Budd, Gollan & Wilkinson 2010). To satisfy the preference of the young generation of employees, most organizations have partially eliminated their directive leadership model in operations with an objective of promoting collaboration and decisiveness. Such a move also aims at improving both the individual and organizational performance. The idea of employee involvement has taken various forms, transforming from traditional worker participation and involvement in organizational decision making processes into the modern empowerment approach. The...