1.5 - About University

4.4 E MPLOYEE I NVOLVEMENT:A RANGE OF P OSSIBILITIESInspired by Edward Lawler, Victor Vroom, and Philip Yetton.Modern organizations are being pressured to involve employees more substantively than in thepast. Changing the level of involvement can be a challenging task. As the saying goes, “Thesystem is perfectly aligned to produce what it is now producing.” The upshot is that the currentlevel of involvement is thoroughly entrenched by custom, culture, values, expectations,styles, and tradition. Here are some sobering reasons, however, for changing the traditionallevels of involvement:➠➠➠➠➠Increasing complexity of organizations, systems, and stakeholders—some examples are thecomplexity of e-commerce, off-shore competition, and alliances with suppliers, contractors,and customers.Increasing complexity of work prevents an individual leader from knowing or even understandingit all—technology, information, legislation, internationalization, multiplecultures, shorter cycle times. No longer can there be a General Manager, knowledgeableand skilled in all areas of work. The modern leader needs to marshal advice andresources, involving many source people. [☛ 1.1 Twenty-First-Century Leader, 1.2Manage or Lead?]The rise of the knowledge worker. Traditionally, leaders did the thinking; followers did thework unthinkingly, to drive out variance. Today, workers are expected to think thoroughlyabout their work and how it fits into the big picture. [☛ 4.9 ProfessionalExpertise, 7.7 Quality Tools]The need for innovation to succeed. Creativity and innovation are more likely surpressedin authoritarian leadership styles and more likely to thrive in high-involvement workcultures.Workers want more say in their work. Today’s highly educated workforce is less likely to“do as they’re told.” [☛2.5 Values, 4.5 Culture]Given this backdrop, leaders feel pressured to dramatically increase employee involvement.The question is, “What kind of involvement, and by whom, will enhance the work situation?”This tool outlines a range of levels of employee involvement and provides a checklist forchoosing and implementing the appropriate level.112 SECTION 4 TOOLS FOR DESIGNING PRODUCTIVE PROCESSES AND ORGANIZATIONS