EMPLOYEE INVOLVEMENT APPROACHES           

1. Human Relations Approach: The human relations approach is depend on the belief that more satisfied workers are more productive workers. Organisations operating under the human relations framework exploit involvement techniques like proposal schemes, survey feedback and quality circles, but do not search to redesign jobs, vary the organisation structure or transform the organisation's culture to promote maximum workers involvement in decision making.
2. Human Resources Approach: The key supposition here is that people are a valuable resource, able of making significant contributions to organisational performance. They should be developed to enhance their capabilities and, while people have input to decisions, improved decisions result.
3. High Involvement Approach: High involvement systems operate under the supposition that workers are capable of making significant decisions regarding their work and that maximum organisational performance results while people exercise considerable control over their work activities.

Typically High involvement organisations utilise profoundly several approaches to job design like autonomous work teams. They are very flat organisations, as workers make mostly routine, day-to-day decisions that are made by supervisors in traditionally managed organisations. All the organisation's systems, like the goal-setting system and the reward system, are designed to reinforce maximum workers involvement in decision-making. High involvement systems represent a drastic departure from traditional management supposition and therefore require a great deal of management commitment to modify.