如果你要參與到幫助員工，請讓他們參與進來
如何招聘、保留、獎勵和激勵員工是你最感興趣的事情。做好這些工作是經理或人力資源專業人員最重要的戰畧角色。除了鼓勵員工參與和員工參與之外，你還能以其他什麼能力為組織的成功做出更大的貢獻？員工參與和員工參與關係到組織的成功。
我們建議人力資源專業人員對這些指控進行審查，這是因為他們的個人相關性和對其組織的專業支持。
本文突出顯示的工作場所表明了積極向上的人們選擇工作的環境。
員工參與工作生活在人們欣欣向榮的工作場所
善於做生意需要善於做人。從事這項工作的人應該設計如何完成這項工作。
在减少很多的管理團隊和工程師的幫助和諮詢下，工人們重新設計了他們的工作。它們從每個人處理部分工作過程的環境轉變為生產整個產品的完全交叉訓練的製造單元。
他們從一整天都站在集會的位置上，創造了一些允許自由和運動的工作。他們取消了以前“極其枯燥”的工作。與此同時，他們收到的資訊流量急劇增加，這使他們能够確切地瞭解他們的表現。
新的個人控制感，在工廠的每個角落孕育了一種創新文化……它揭示了人類互動的創造力。它表明，效率是內在的；人們天生具有生產力；當受到遠見的啟發，配備了正確的工具，並受到有關他們表現的資訊的指導時，人們將基於彼此的行動，產生比任何單個大腦所能設計的更有效的結果。
通過員工參與挖掘員工的潜力
如果你能在你的組織中創造這些，包含：願景、員工參與、控制、工作過程評測、簡單性、溝通、有趣和充滿活力的環境、優秀的工作工具和培訓以及承諾相關的重要且一致的主題，你將會留住你忠誠、積極向上的員工。
不僅要有遠見，而且要有利於社會的遠見的重要性。人們被一種感覺所激勵，仿佛他們是比自己更大的東西的一部分。日常管理就是跟踪資訊，而不是控制人。鼓勵在工作中玩耍的感覺，意識到這對企業有好處。
員工參與持續改進的團隊
當面對一個讓人們不去思考的工作場所時，可以製定了一套“簡單的規則”來打破這種心態。他們要求人們參加專門為提高特定表現數位而組成的團隊。小組被允許不超過30天組成小組，研究問題或機會，並實施解決辦法。
也許開始的時候有點笨拙，這些小組可以成功在組織內創造了一種新的文化。
如果你創造一個人們真正參與的環境，你就不需要控制。他們知道需要做什麼。
我們不是在尋找盲目的服從。我們正在尋找那些主動想做自己正在做的事情的人，因為他們認為這是一個有價值的目標。最好的領導者就是最好的僕人，從定義上講，你是不需要控制他的。
現代的企業，無論規模大小，都已經愈來愈像是個家庭企業。你必須讓員工關係、主管與員工的關係，就像一家人。有休戚與共、相濡相沫的親密關係。你必須尊重每一位成員有自由裁量權，他可以為自己與團隊做主，相信他有好的動機。
一個能夠相互信任，精誠合作的團隊，將建立起可以集體創新的文化。他們願意分享所發覺的問題，願意分享觀點與主張，以腦力激蕩來提出願景，找出策略，並且彼此激勵去達成目標。
Encouraging Employee Participation Helps Employee Growth
If you want to be involved in helping employees, let them be involved.
How to recruit, retain, reward and motivate employees is what you are most interested in. Doing these jobs well is the most important battle role for managers or human resources professionals. In addition to encouraging employee involvement and employee involvement, what other capabilities can you contribute more to the success of your organization? Employee participation and employee participation are related to the success of the organization.
We recommend that HR professionals review these allegations because of their personal relevance and professional support for their organizations.
The workplace highlighted in this article demonstrates the positive environment in which people choose to work.
Employee Participation in Work and Living in a Booming Workplace
Being good at business requires being good at people. People engaged in this work should design how to accomplish it.
With much less help and consultation from management teams and engineers, workers redesigned their work. They change from the environment in which each person handles part of the work process to a fully cross-trained manufacturing unit that produces the entire product.
They have been standing in assembly positions all day, creating jobs that allow freedom and movement. They cancelled their previous "extremely dull" jobs. At the same time, the flow of information they receive has increased dramatically, enabling them to accurately understand their performance.
A new sense of personal control breeds an innovative culture in every corner of the factory... It reveals the creativity of human interaction. It shows that efficiency is inherent; people are inherently productive; when inspired by vision, equipped with the right tools, and guided by information about their performance, people will base their actions on each other and produce more effective results than any single brain can design.
Tapping the potential of employees through employee participation
If you can create these in your organization, including vision, employee engagement, control, process assessment, simplicity, communication, interesting and dynamic environment, excellent work tools and training, and important and consistent themes related to commitment, you will retain your loyal, positive employees.
Not only should we have a vision, but also the importance of a vision that is conducive to society. People are inspired by a feeling that they are part of something larger than themselves. Daily management is tracking information, not controlling people. Encourage the feeling of playing at work and realize that it is good for the enterprise.
Employee involvement in continuous improvement teams
When faced with a workplace where people don't think, a set of "simple rules" can be formulated to break this mentality. They require people to participate in teams that specialize in improving specific performance digits. Groups are allowed to form groups for no more than 30 days to study problems or opportunities and implement solutions.
Maybe it was a bit clumsy at first, and these groups could succeed in creating a new culture within the organization.
If you create an environment where people really participate, you don't need control. They know what needs to be done.
We are not looking for blind obedience. We are looking for people who are willing to do what they are doing because they think it is a valuable goal. The best leader is the best servant. By definition, you don't need to control him.
Modern enterprises, regardless of size, have become more and more like family businesses. You have to make employee relationships, supervisor-employee relationships, like a family. There is a close relationship of solidarity and mutual affection. You have to respect every member's discretion. He can decide for himself and his team and believe that he has good motivation.
A team that can trust each other and cooperate sincerely will build a culture of collective innovation. They are willing to share the problems they find, to share ideas and opinions, to brainstorm their vision, to find strategies, and to motivate each other to achieve their goals.
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