KEY TO SUCCESS OF EMPLOYEE INVOLVEMENT         

In the employee involvement arena Success requires, first and foremost, reorganization by top management that participative management means cultural modify which needs management commitment and a long-term perspective.

• Management Commitment: People resist modification, as it needs behaviours and responses that are not familiar. Management commitment to modify must be clear and unambiguous, if this resistance is to be conquered. Management have to be willing to support modification through the provision of resources, change of the organisational systems and personal involvement in the change procedure.
• Long-term View: Management has to also adopt a long-term view for the change to succeed. Attitudes and behaviours do not alter overnight, and managements demand for rapid success will heighten resistance and undermine the procedure.
• Supervisory Support: Being the buffer among the top management and non- management worker, it is upon the front-line supervisor that the maximum pressures in EI effort fall. He is called upon to change his familiar and comfortable style; still he lacks the skills and knowledge to do so. If his requirement is not attended to, there is a powerful likelihood that he will resist.

As supervisory support is such necessary ingredient to this procedure, they must be educated regarding EI; they have to understand what it is, why it is required, their new roles and how they will be supported. The resistance of supervisors may be further dropped by involving them in planning and managing the EI procedure. In the plan their input and its ongoing execution will give them with a sense of ownership and control and a better plan will possibly result.

To be effective, the supervisor has to also be provided with the required skills like group leadership, communications, active listening, providing feedback and difficulty solving through, coaching, training and reinforcement.

• Union Support: If the Union, like an institution, is not involved in the worker involvement initiative, they can well resist the effort. Awareness programmes might also be conducted for them covering the business scenario, level of the organisation, requirement of EI, management plans etc, so that they also understand, appreciate and extend compulsory support for the success of the EI programme.
• Training and Development: Awareness training ought to be conducted at all levels in the organisation. Managers and supervisors ought to appreciate that participative management represents a great change from the traditional styles of management. For them to embrace this verification, they ought to understand the rationale, nature and implications of participative management. Training in difficulty solving has to be provided to equip the employees and supervisors / managers having the skills to analyse problems and to create solutions.
• Strategy: Workers involvement requires a well-developed scheme to achieve long-term success. EI challenges long-held beliefs and impacts exclusive areas of organisational functioning. Changing management style is possibly the most hard and frustrating task facing the chief executive who wishes to institutionalise the EI procedure for performance improvement in the organisation. Therefore an intelligent, long- term strategy is a vital ingredient for success.