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Staff involvement

Introduction

Staff involvement is a concept that is gaining more ground in today 's organization and institutions . Churches , schools , firms , and even government institutions are finding it paramount to involve their employees in decision-making process . This focuses on the steps necessary in drafting a plan for greater staff involvement in decision making at the work place . It will clearly explore the implementation process , and cite possible barriers and ways of overcoming the barriers Primarily , it is worthwhile to appreciate

the reasons and importance of staff involvement in decision-making (Flanagan Finger , 1998 , Dubrin Daglish , 2003

Involvement means inclusion in the decision making process or having an opportunity to influence decision . These days , employees are more enlightened and hence aware of their rights . They expect to give the employer as much input as well as receive support and recognition from them . Therefore , the need to engage the employees in meaningful discussions and get their input on a subject is rife . At the same time employees need to receive feedback on the final decision in the decision making process . Information flow between the employer and employees constitute staff involvement . Management communicates trust and respect when it involves its staff in decision-making . However , staff members may choose not be involved in the decision-making process and management should respect that

Generally , people feel they need to be involved in deciding on issues that affect them directly in pursuing their jobs . This is because mostly decisions made involve changes , which may need more effort from employees , use of resources and facilities , staff arrangement and so on

Before proceeding further , it is important to acquit us on what proper staff involvement entails . Staff involvement includes two parties i .e the `asker ' and the `giver . These two parties have to understand that they have responsibilities in the involvement process (Flanagan Finger , 1998 , Dubrin Daglish , 2003 . There must also be a high degree of genuineness , meaningfulness and reality in process . This is to mean no ulterior motives on either party . Employees should not feel fearful or under duress to give input on the decision making process . If this is the case , the essence of staff involvement loses meaning . Similarly mutual respect is a vital component in staff involvement

Equally important is the fact that staff involvement should never be a single event , rather an ongoing process . In addition , staff should not be involved when decisions have already been made as this beats the point of involving them in the first place . Management and employees should understand that whatever input is given during the decision making process does not guarantee its adoption in the final decision Due to this reason , feedback on the rational behind the rejection of some ideas should be given

Staff involvement is a motivating factor among employees . It is evident that people are more likely to support decisions made if they are involved in the decision making process even when the final decision is not in their favour...