Employee involvement: a hierarchical conceptualisation of its effect on quality

Purpose – The purpose of this article is to study the effect of employee involvement (EI) practices on quality comprehensively. Design/methodology/approach – This paper views the EI domain as sets of related practices interacting within a hierarchy. Using survey data, the paper tests a model of higher order practices building on a foundation of lower order practices to affect quality. Findings – The results support a hierarchical conceptualisation of EI practices. Some practices are found to be more effective than others, yet even the less effective EI practices serve a supportive purpose. Research limitations/implications – The model was analyzed from a predictive perspective, using a relatively small sample. Rather than simply identifying some EI practices as more effective than others, it is important to view the practices as being interrelated. Practical implications – Cherry‐picking only the most effective EI practices may not work. Managers must first install a foundation of less effective practices. Originality/value – EI is recognised as an important enabler of quality management initiatives. Yet, much of this support is based on normative and untested prescriptions. This paper provides such a test. The paper models the entire EI domain, as sets of related practices rather than a hodgepodge of sporadic individual practices. Further, the paper presents a unique conceptualisation of an EI hierarchy.