Frederick Herzberg Employee Involvement Theory

1.0 EXCECUTIVE SUMMARY

Employee involvement programs are designed and implemented with a view to increase the productivity and also to create a good sync between employees and management. Even though such programs incur high costs, the long term implications of such programs are always positive. Employee involvement programs are usually opposed by unions with a belief that it can create a threat to the existence of unions. Such programs act as intrinsic motivation to the employees. It till also reduce the distance between management and employees and establishes a good relationship. Such programs helps employees to identify with organizational goals which in turn result in increased organizational commitment, job involvement, job satisfaction,

It is also the most complex resource to manage. Hence it is very important for an organization to manage this resource efficiently. An organization should understand that human resource if managed prudently can take the organization to great heights. The employee involvement programs offered by companies can be looked upon as a way to motivate the employees to perform high standard work. That takes us to the Two-Factor Theory proposed by Frederick Herzberg. Here he had introduced two terms ‘satisfiers’ and ‘dissatisfiers’. The dissatisfiers are the factors that should be present in an organization and without it the employees will not work i.e. these are the basic requirements for the employees to work. An example of a dissatisfier can be salary. A satisfier is something extra given to the employee to embark the intrinsic factors that make him want to work i.e. it is something that the employee does not expect but if given will make him happy. The two factor theory relates intrinsic factors to job

This program also aimed in empowering the employees to initiate improvements in their own workplace. British Rail was a large organization with 130000 employees and highly complex formal bureaucracy with autonomous functional departments. In this firm the program 'partnership for progress' aimed at changing the culture to decentralization from centralization rather than an employee involvement program. Such programs helps the employees to identify the goals of the organization with the interest of management rather than inducing commitment among the