Involvement

Involvement
 
Involvement is a relatively new term for Russian business culture. As a concept, it emerged in the early 1970s when scientists first noticed a connection between the behavior of employees and the efficiency of a company. The term "involvement" was fully understood only in the 1990s thanks to the Gallup Institute, and then it began to be used in modern business and HR practice.
Involvement is a physical, emotional and intellectual state that motivates employees to perform their work as well as possible. Despite the fact that the definition of the term involvement is rather blurry, this concept is relevant in the field of personnel management. Most current engagement researchers agree that an employee involved in the work process seeks to exert additional efforts to promote business development.
Conditionally there are several levels of involvement:
  1. Satisfaction is the lowest level of integration at which the employee is only satisfied with some working conditions but does not put much effort into his activities.
  2. Loyalty is a degree of involvement expressing the employee's willingness to work in the company for many years and reflecting his high level of satisfaction with corporate standards. However, the employee does not make extra efforts at this level either.
  3. Involvement is the highest level, at which the employee perceives a business as his own and tries to contribute to the development of the company.
The emergence of this concept contributed to the appearance of new management models in general. One of them is "supportive management", the main essence of which is to support the initiatives and ideas of employees. According to researchers, in the coming years, maximum employee involvement can be achieved by improving the organizational climate, ensuring working conditions and using supportive management models.
Almost any large research company has its own individual approach to the study of involvement. There are no radical differences between them; however, researchers consider factors of involvement from different angles: some of them rely on the activity approach, others consider the emotional component, while all the rest prefer to analyze employees’ aspirations.
By taking the experience of major corporations into consideration, involvement research and its formation as the ultimate goal allow modern companies to become competitive and achieve success.
 

 

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