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Building Construction Technology and Management
Published in P.K. Jayasree, K Balan, V Rani, Practical Civil Engineering, 2021
P.K. Jayasree, K Balan, V Rani
The development of the Community is a process in which the members of the Community take collective action and generate solutions to common problems. The well-being of the Community (economic, social, environmental, and cultural) often develops from this type of collective action at grassroots level. The term Community development covers a variety of communities, projects, groups, initiatives, and activities. This process aims to empower and support people in a community to work together to identify the problems affecting their community, identify the causes, plan, and implement the plan. Empowerment and participation are the key elements in this approach to community development. Participation is the engagement of people in their planning, decision-making, and problem-solving.
Notes on more-than-human architecture
Published in Gretchen Coombs, Andrew McNamara, Gavin Sade, Undesign, 2018
How can generative design approaches affect public reception of artificial habitats? Can the public be better persuaded when the information on the existing trees, their appearances and their affordances are compared with the information on artificial habitat structures and effectively narrated? For example, the public can be given an opportunity to observe and follow the self-design and recovery processes instigated or assisted by synthetic structures. With contemporary interactive technologies, this participation can be local or remote, real-time or asynchronous, as desired. This information can be framed as stories about specific characters, or games, or provided as some form of ambient information that links typical human habitats with the dwellings of other animals. In the context where the strategies are unusual and the outcomes are not necessarily evident or intuitive, the design of engagement strategies in parallel with the design of a material intervention is necessary for the attainment of a lasting cross-species partnership.
Case Study Exploring Leadership, Work Team Engagement, and Safety Performance in a High-Risk Work Environment
Published in Cindy L. Caldwell, Safety Culture and High-Risk Environments, 2017
The cognitive model of participative effects proposes that workers who participate in workplace decision making are informed by a richer, higher quality pool of information. Driscoll (1978) summarized that participation in decision making positively influences individual and organizational satisfaction provided that individuals have the right skill set, feel empowered to affect outcomes, and have the support of their leader. The affective model of participative effects proposes that participation in decision making will meet higher order needs such as respect and independence and make workers more satisfied with their jobs (Driscoll, 1978). A meta-analytic review of the effects of participation in decision making found support for both the participative and affective models and concluded that participation in decision making has an effect on both worker satisfaction and productivity (Miller & Monge, 1986).
A Bayesian network model on the interlinkage between Socially Responsible HRM, employee satisfaction, employee commitment and organizational performance
Published in Journal of Management Analytics, 2020
We also observed that individually if the organization only focuses on salary and fair reward policy then it will lead to an increase in the sales growth and return on investment. Whereas, if the organization’s major focus is to improve the work–life balance of employees then it will improve employee satisfaction level and employee commitment significantly and that will have a positive effect on Organization Performance variables. It is also observed that integrating the employees’ concern into business decisions will increase the return on investment. The above result suggests that work–life balance of employees in Indian manufacturing sector plays a pivotal role to improve their satisfaction and commitment towards the organization and eventually that will improve the organizational performance. Thus, it can be suggested that an organization must build a culture of employee participation in decision-making process and acknowledge their work with fair reward and salary policy and most importantly try to create a positive work environment where an employee can easily balance his/her private and professional life.
How to improve water governance in multifunctional irrigation systems? Balancing stakeholder engagement in hydrosocial territories
Published in International Journal of Water Resources Development, 2019
Sandra Ricart, Antonio Rico, Nick Kirk, Franca Bülow, Anna Ribas-Palom, David Pavón
The data collected in Table 2 show how the nature of the water problem falls to the concern for the quality and availability of water resources rather than the model of distribution of water resources. Given this, proposals for action tend to be more preventive than reactive, with the involvement of subgroups and lay stakeholders. Participation is usually permitted before and during the decision-making process, but not once the process is finished. The main potential benefits of participation are to increase the quality of decisions and to manage conflicts. This process follows a top-down strategy to ensure the administration and functional logic of decision-making processes rather than an interest-based logic. According to this, the main accountability of these tools is focused on facilitating managers’ actions, improving political decisions and providing information to stakeholders and the whole society.
The complementarity of IT and HRM capabilities for competitive performance: a configurational analysis of manufacturing and industrial service SMEs
Published in Enterprise Information Systems, 2018
Sylvestre Uwizeyemungu, Louis Raymond, Placide Poba-Nzaou, Josée St-Pierre
A firm endows itself with capable human resources through HRM practices meant to recruit outstanding candidates, and to develop, motivate and empower them. Therefore, HR practices, grouped into five HR bundles (training, information, integration, participation, and remuneration) are used here as surrogate measures of HRM capabilities. The use of HR ‘bundles’ instead of individual HR practices has proven to be more effective when attempting to analyse the effects of HRM activities on business outcomes (Subramony 2009). Training refers to organized activities (general or tailored) to increase the knowledge and competencies of employees. Information refers to the diffusion of strategic, economic, and operational information to employees. Integration refers to practices such as job description, recruitment and performance appraisal meant to attract and retain highly-qualified employees. Participation refers to the level of involvement of employees in the decision- making process. Remuneration refers to the implementation of incentive compensation (such as profit sharing, stock ownership) for employees.