員工參與

員工參與正在創造一種環境，在這種環境中，人們對影響其工作的決策和行動產生影響。

員工參與既不是目標，也不是工具，這在很多組織中都是實踐。相反，它是一種管理和領導哲學，是關於人們如何最有能力為持續改進和工作組織的持續成功作出貢獻。

對於那些希望創造一種賦權、持續改進的工作場所的組織，一個可靠的建議是盡可能讓人們參與工作決策和規劃的所有方面。這種參與新增了所有權和承諾，留住了你最好的員工，並培養了一個環境，人們選擇被激勵和貢獻。

如何讓員工參與決策和持續改進活動是參與的戰畧方面，可以包括建議系統、製造單元、工作小組、持續改進會議、改善（持續改進）事件、糾正措施過程以及定期與上級討論等方法。

大多數員工參與過程的本質是培訓團隊效力、溝通和解决問題；開發獎勵和認可系統；以及經常分享通過員工參與努力獲得的收益。

員工參與模式

對於那些希望應用模式的人和組織來說，以提供了連續不斷的領導和參與，包括對員工的作用越來越大，對首長在決策過程中的作用越來越小。連續統包括這種進展。

• 宣佈：首長作出决定，並通知員工。首長提供完整的指導。
• 推銷：首長作出决定，然後試圖通過“推銷”决定的積極方面來獲得員工的承諾。
• 諮詢：首長在保留自己作出最終決定的許可權的同時，邀請對决定進行回饋。
• 參與：首長邀請員工與首長一起作出决定。首長認為她的聲音在決策過程中是平等的。
• 委託：首長將决定移交給另一方。

實際授權階段的例子：

• 宣佈：當溝通有關安全問題，政府法規，既不要求也不要求員工輸入的决定時很有用。
• 推銷：當需要員工承諾時很有用，但是這個決定對員工的影響是不開放的。
• 咨詢：協商成功的關鍵是在討論的前端通知員工，他們需要他們的投入，但首長保留做出最終決定的權力。當提供投入的人不清楚這一點時，參與程度最容易引起員工的不滿。
• 參與：成功參與的關鍵是上司真正圍繞一項决定建立共識，並願意保持其影響力與提供投入的其他人的影響力相等。
• 委託：經理要求報告員工對具有指定迴響日期的任務或項目承擔全部責任，因為經理仍然對目標完成負有最終責任。

預期實踐結果與建議

希望對監督滿意度、工作滿意度和團結度產生積極影響並减少溝通焦慮的上司應該努力讓他的下屬認為他採用了以員工為中心（諮詢-參與）的領導風格。然而，管理者不能被員工視為放棄決策責任。

這有一個相對簡單的解釋。接近連續以員工為中心（參與）端的領導風格極大地新增了要求下屬參與決策和/或自己做出決策的程度。

當這種管道變得過分時，上司可能被視為放棄他的職責——自由放任的領導人——甚至拋弃下屬。下屬可能會覺得他們被賦予了比他們的職位所要求的更多的責任，因此，他們工作過度或報酬過低。

因此，儘管首長應試圖被看作採用以員工為中心的領導風格（諮詢、參與），他必須保持監督角色，避免被看作放棄責任。

Employee Engagement

Employee engagement is creating an environment in which people influence decisions and actions that affect their work.

Employee engagement is neither a goal nor a tool, which is engaged in many organizations. On the contrary, it is a philosophy of management and leadership about how people are best able to contribute to continuous improvement and the continued success of working organizations.

For organizations that want to create an empowered and continuously improved workplace, a reliable recommendation is to involve people in all aspects of work decision-making and planning as much as possible. This engagement adds ownership and commitment, retains your best employees, and fosters an environment where people choose to be motivated and contributed.

How to involve employees in decision-making and continuous improvement activities is the battlefield aspect of engagement, which can include suggestion system, manufacturing unit, working group, continuous improvement meeting, improvement (continuous improvement) events, corrective action process and regular discussions with superiors.

The essence of most employee engagement processes is to train team effectiveness, communicate and solve problems; develop incentives and recognition systems; and often share the benefits of employee engagement efforts.

Employee Engagement Model

For those who wish to apply the model, it provides continuous leadership and engagement, including greater and greater role for employees, and less and less role for leaders in decision-making process. The continuum includes this progress.

• Announcement: The head makes a decision and informs the staff. The head provides complete guidance.
• Sales: The leader makes a decision and then tries to gain employee commitment through the positive aspects of the "sales" decision.
• Consultation: While retaining the authority to make the final decision, the head invites feedback on the decision.
• Engagement: The Chief Executive invites employees to make decisions with the Chief Executive. The chief thought her voice was equal in the decision-making process.
• Entrustment: The head will hand over the decision to the other party.

Examples of the actual authorization phase:

• Announcement: It's useful when communicating decisions on safety issues, government regulations, which neither require nor require input from employees.
• Sales: It's useful when employee commitment is required, but the impact of this decision on employees is not open.
• Consultation: The key to successful negotiation is to inform employees at the front of the discussion that they need their input, but the head retains the power to make the final decision. When the input provider is not aware of this, the degree of engagement is most likely to cause employee dissatisfaction.
• Engagement: The key to successful engagement is that the supervisor really builds consensus around a decision and is willing to maintain its influence equal to that of others who provide input.
• Entrustment: The manager asks the Rapporteur to assume full responsibility for a task or project with a specified response date, because the manager is still ultimately responsible for achieving the goal.

Expected Practical Results and Suggestions

Bosses who want to have a positive impact on supervisory satisfaction, job satisfaction and solidarity and reduce communication anxiety should try to convince their subordinates that they adopt an employee-centered (consultation-engagement) leadership style. However, managers can not be regarded as giving up decision-making responsibility by employees.

There is a relatively simple explanation. Close to continuous employee-centered (participatory) leadership style greatly increases the degree to which subordinates are required to participate in decision-making and/or make their own decisions.

When such a pipeline becomes excessive, a superior may be seen as giving up his duties as a laissez-faire leader or even his subordinates. Subordinates may feel that they are given more responsibilities than their positions require, and therefore they are overworked or underpaid.

Therefore, although the head should try to be seen as employee-centered leadership style (consultation, engagement), he must maintain a supervisory role and avoid being seen as abandoning responsibility.