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AbstractDuring the 1980s, many companies embarked on 'culture change' programmes that were designed to achieve a shift from traditional command and control models of management to more open, participative styles founded on employee involvement. New employee relations initiatives designed to communicate change and get closer to employees were a fundamental feature of this transformation. Here, Dr Caldwell proposes a model of employee involvement and communication, which helps to clarify the nature of the shift from the closed to the open organization of the future.

This paper uses data from 349 employee involvement (EI) team projects to explore the relationships between process type, operational performance, employee involvement, and environmental performance. We investigate the stated goals and outcomes of EI team projects and relationships among these. For repetitive manufacturing processes in particular, we find strong relationships between the operational goals and outcomes of teams and the positive environmental impact outcome. To the extent that environmental performance results from operational systems, this paper suggests that the continuous improvement efforts of operations managers, including EI team projects, can be a key source of environmental improvements. Managers who understand this will take overt steps to leverage their operational improvement systems for environmental gains. From a theory development standpoint, questions are raised regarding the areas of potential synergy between operational and environmental improvement.

In some form or another, the concept of employee involvement in management decision‐making has held an attraction for practitioners and academics alike for a very long time. The objectives which are set for it certainly vary from a desire for increased efficiency or prosperity on the one hand, through to more democratic relations within industry on the other. The favoured forms of involvement have also differed widely from better communication to worker directors, and to more recent "flavours of the month" such as quality circles. In principle, employee involvement as a broad concept has found many adherents.

"Principal author . was Charles Steinecke III"--P. [3] of cover. ; "July 1993." ; Cover title. ; Includes bibliographical references (p. 63). ; Mode of access: Internet.