Techno Structural Interventions

Techno Structural InterventionsEmployees social occasion is ane of the resume issues in the field of solicitude sciences it catchs relatively much important when appears in brass section organic evolution do by. While sledding for nigh preventives, supremacy without the employees involvement seems to be impossible. This paper argues that how the employees involvement affect the success of interventions regale. For this Empirical study has been conducted in the textile sector of Pakistan to explore the relationship between the employees involvement and the techno-geomorphologic interventions, the results atomic number 18 very much likely the literature.Change tries to alter the employees status quo if it occurs rapidly it understructure be very disturbing for tout ensemble the stake holders of the shaping (DaphneG.Taras, JamesT.Bennett, 2007) as the employees argon the direct victims of the salmagundi thats why they feel more economic insecurity in the clear pla ce. Change piece of tail be of non-homogeneous types and can raise the fear in the employees, doest not matter it has good or bad sham on the employees (ADF Price, K chahl, 2006) further on the whole transport al meanss stick to in the governing for the discipline purposes (Rikard Athin, 2004). Organization ripening is controlled influence in which sequence of lickions, activities intended to improve the transcriptional executing and effectiveness (Thomas G cummings Christopher G whorley, 2002).These set of sequenced planned win overs for improvement of organizational performance and development ar c onlyed interventions (cummings whorley, 1993). Interventions provide only work for the organization if they are relevant with the organization (Chris Argyris, 1970). These interventions introduction varies from organizational ineluctably and can be divided into different types of interventions (D. Coghlan 1995). At the highest level in the organization, there are stra tegic level interventions, which are designed to form the organization structure for achieving its objectives affectively (R. Draft 1998). The other one and only(a) is the techno-structural intervention, having purpose is to form appropriate work designs and organizational structures to provide the strategic support of the organization development (E lawler III, 1974). The third component of the intervention is the people oriented interventions which focus on the fulfillment of human needs in the organization as easilyhead as the expectations of the organizational effectiveness (Frank Friedlander LD Brown, 1974).Our main focus in this investigate is in techno-structural intervention, which deals with the restructuring of the organization the restructuring is in the division of workload of overall organization in to subunits for pass completion of the task effectively (M Tushman, E Romanelli, 1986). Restructuring can be performed on at least five major factors, environment, org anization size, technology, organization strategy and world wide operation (Thomas G cummings Christopher G whorley, 2002). arc abet other major component of techno structural intervention is the employees involvement, D Glew, et al 1995 defined the employees involvement on the alkali of power, information, cognition and skills and finally reward. Final component of intervention is work design , broadly verbalize work design is of two types, one is of scientific management (F. Taylor, 1911) which is task oriented, the other type of work design is motivational approach (G Susman, 1976).Muhammad ImranMuhammad Mahmood AslamIn literature, F. Herzberg, N. Mausner, B snyderman 1959, describes the work design having the opportunities for autonomy, move forwarding, responsibility and effectiveness gives more satisfaction to the employees and increase the employees involvement. Enrichment of the job of the employees leads to the employees satisfaction as well as to the acceptance of the diverge (F. Hertz berg, 1974). Employees involvement plays an important role in the success or failure of the organization. Our look for in this context revolves around the relationship between the employees involvement and its effect on the techno structural interventions. In this alpha interrogation we will describe the relationship which exists in the employees involvement and techno-structural interventions.MethodologyWe vex utilise the entropy from three different sources i.e. Literature, Survey using questionnaire and unstructured interviews. The literature based on the interventions which includes the previous research on the interventions as well as the field studies from national as well as from external journals pee-pee been used to provide theoretical ground to our hypothesis. Beside this, for empirical study we have selected the textile sedulousness of Pakistan, in which assortments are imminent on thoroughly basis (Yim Yu Wong, Peng S. Chan 1993). In textile manufacturing of Pakistan, we have selected the five readily available organizations from which we derive the sample of 150 respondents by using the simple haphazard sampling method. All the respondents were middle level managers having minimum 10-15 years of experience in the apparel industry. Beside this in our respondents are the top level management, for them we use the interviews for collecting the data. Analysis of both quantitative and qualitative data has been performed in our research.ScopeAs the Economic recession all over the world has affect the industry all over the world, alone in all these mass under developed countries suffer more with this phenomenon (Nick Beams 2001 ). In reason of Pakistani, where the major export portion is based on the apparel industry this phenomenon become more critical (Frank P. Saladis PMP, 2007) resultantly, decreasing in export give rise the manager to bring some(a) intervention in this sector at top management level, a number of d ecision has been interpreted to bring change but the success ratio of these are very low (Areeba Khan 2001) our research in this context will bring the revolutionary change it will give the manager a new direction that how the successfully interventions can be made by involving the employees. Our study setting is project in which we have the minimal interference in this study so, the external validity of our study will be very high and it will provide a great support to the industry.LimitationsThe intervention emergence or any change edge is not an event of day it took from months to the year (Stuart Gilmour, et al 2006). As our study is cross sectional study in which we have gather the data in the equivalent span of time so we can just analyze the past that in the past what are the impact made by the employees involvement in the intervention. However we can give recommendations for the future. Another involvement which limit our study is that though we have selective the respo ndent with the random sampling methodology heretofore the organizations for the study are those which are readily available to us.Literature ReviewChanges must be preceded systematically (GuangmingCao, et al 2004). The success ratio for the change increase greatly, when we use the proper mildew of planned change (YitzhakSamuel, et al 2004). In spite of all the planning and development change never successfully happened and in the main the reason git this failure is resistance (JamesL.Vann, 2004). To overcome the resistance and for the success of change several(prenominal) factors can influence, these can be management involvement and support, employees participation, information sharing and the most important is leadership (Jean E. Neumann, et al 1999). The sequenced, planned, organized and managed from the top changes are called the interventions (Beckhard 1961). While designing intervention, concept of Effective intervention has much vastness which describes that effective i ntervention is providing the free and informed choice to the employees by the organization (C Argyris, 1970).Widely, research has been done that how to design intervention and how to make them effective to achieve the organization objective effectively (D. Warrick 1995). While designing some interventions, individual differences (skills, knowledge, need for autonomy, etc), organization factors (management structure, Employees, culture etc) and dimension of change process (management support, employees involvement, power etc) must be considered (J Porras, et al 1987).While going for interventions in the organization, quaternion major options are available that are strategic interventions, Techno-structural compassionate Process and Human Resource Management intervention (Thomas G. Cummings, et al 2001 ). Strategic intervention is of broader term describes the integrated as well as business level strategic intervention like cultural change, strategic change, self design organizatio n, and integrate strategic management (P. Evans, et al 1997).In human process, the interventions deals with the social issues which occurs among the organization members like communication gap, individual differences, conflicts and team issues (D. Ancona, et al 1992). Thirdly, the human resource management interventions, aim is to cultivation setting, Performance management, reward systems, career planning and development and managing work force diversity (D. McDonald, et al 1995). Techno-structural intervention is another type of the organizational intervention which mainly deals with the issues like business process reengineering, total property management, Quality circles and work design (M. Tushman, et al 1985). Techno-structural interventions have two important components which are technological interventions and the structural interventions (J. Galbraith, R. Kazanjian 1986). Technological interventions involve introduction of new technology in the organization like in organi zation changes made from the manual to computerized, or to implement some enterprise system (A. Chandler 1962). While in case of structural intervention it deals with the changing in organization structure, work design so that the organization whitethorn able to achieve the organization objective more effectively (G. Hamel, C. Prahalad 1994). In textile sector of Pakistan several techno-structural interventions have been made but the success ratios of these intervention is very low and still Pakistan is far behind than the rest of the world (Noor Ahmad Memon, Noor Zaman 2007). There are a number of reasons behind to discuss all these failure in the industry, but the most important of it is the lack of employees involvement in the intervention process which lead to this failure (S.A.J Shirazi 2007). Some researcher has defined the employees involvement on the basis of Participation in the change process and the profit sharing with the employees (Susan Schwochau 1997). Employees Invol vement can be defined as on the basis of antecedent, information sharing, Knowledge skills and finally Reward (Thomas G cummings Christopher G whorley, 2002). In our research we have used all the tetrad uncertains which we have further sub divide into sub variables to banknote this abstract into concept.Theoretical FrameworkEmployees Involvement in relation with the Techno-structural InterventionEmployees Involvement is in pendant variable and having sub variables are power, information sharing, knowledge and skills, while on the other hand techno-structural intervention is dependent variable. In our research we have studied the empirical relationship between the employees involvement and techno-structural intervention. Our scope of study is limited up to the textile industry of Pakistan in which we have selected the five readily available organizations. force outInformation SharingKnowledge and dexteritysRewardEmployees InvolvementTechno-structural InterventionIndependent in consistentDependent VariableFigure-1 Employees Involvement in Relation with the Techno-structural interventions.In five organizations, we go through the study of 150 participants who are all the middle level managers. For data collection we further classified all these four variables into its indicators. Power is existence defined as the decision making authority given by the employer to the employees up to their levels (D. Glew, et al 1995). The other indicators which we used in our research in order to find the indicators of power are management support and autonomy which gives the employees confidence and increase their participation in the intervention process (E. Lawler III 1986).The second indicator of the employees involvement is the information sharing which besides come on the employees to participate in the change process (SusanSchwochau, et al 2007). The information can be strategic information of the organization which deals with the organization vision, mission and objectives as well as the monetary information which indicate the financial gains or loss by the organization, it also give raise to the trust between the employees and employers as well (David E. Morgan, Rachid Zeffane 2003). The third indicator of the employees involvement is the employees knowledge and skills which focuses on the Training and development of the employees regarding the interventions (D. Roche, et al 1984). Employees involvement can also be made affective by giving them assignment which are challenging and relevant to the change of the organization (K. Broosseau 1983), beside this overall technique of knowledge management and transfer of learning can be made applicable to enhance the constructive participation of the employees (R. Ruggles 1998).Finally, Reward systems of the organization also affect the intervention process in the organizations. While going for intervention, the organization have pay plans like skill based pay plans in which employees are being rewarded according to the skills they owned (V. Gibson 1995). Performance based pay plans and performance based incentive is also in voyage in modern management practices to encourage the employees to work for the change (Z Schiller 1996). After the successful intervention, Employees should be get participated in the profit which the organization actually make by the implementation of intervention, this will encourage other employees to be the part of the intervention in the future (J Belcher 1994). If the organization dont go for the direct financial benefits, than other measures like promotion can be a source of encouragement to the employees.In this way, we have developed all these variables to measure the employees involvement in the process of Techno-structural interventions.PowerDecision making lateralityAutonomyManagement SupportInformation SharingStrategic InformationFinancial Information approaching PlansProcedures and ResultsKnowledge and SkillsTraining developmentChallen ging AssignmentDeveloping SkillsKnowledge ManagementRewardSkill based plansPerformance based plansGain SharingPromotionEmployees InvolvementFigure 2 Variables effecting the employees involvementData GatheringFor getting the data for our research, we developed several questionnaires in which we measure all these four variables that are power, information sharing, knowledge and skills. In questionnaire technique, all questionnaires consists of approximately 15-20 questions in which we have measured all these four variables to measure the employees involvement while techno-structural intervention has been measured by the indirect questions by intercommunicate about the work design, changing in technology and adoptability of the employees with the interventions.Analysis of DataAnalysis of Data is being performed by the SPSS (statistical package for social sciences) and in which by using the reversal model we analyze our findings. We used the regression analysis model for finding the e mpirical relationship between the employees involvement and the techno-structural interventions in the organization.This model indicates that there is positive relationship exists between the employees involvement and techno-structural interventions. If the employees involvement is greater than the employees will perform split up and go for the success of the intervention, in case if the organization is not given the employees the right to involve in decision making and employees dont find enough autonomy than employees not only will resist the change but also the success ratio of the intervention will also reduced. In context with the regression analysis performs above this indicate that model is quite significant, as the value of substance is less than .05. The significance value is actually the p-value which in statistics predicts that how much reliable is your model to predict the independent variable.On the basis of the data we gather by using the likert scale, from the obser vation as well as from executives interviews, we well come to know that there exist a strong relationship between the employees involvement as well as in the success of the techno-structural interventions, we have also proved this by using the SPSS (Statistical Package for social Sciences) where we use the regression analysis to find the correlation in between our variables. As the data is self-possessed from the field so the externally it does not give the exact result which we expect from the study but it shows the positive relationship and model is quite significant, in spite of field study. Another reason which can also be one of the factor that it is not showing the optimum relation is the culture of Pakistan, in which most of the time employees hesitate to take the responsibility and very few go for the intervention process and take to take the responsibility another social function which we study during this empirical study is the attitude of executives who dont want to s hare the information with the employees due to broken of secrecy problem they never ever trust in their employees either they are the bottom line managers or middle level managers, our study in this circumstances is just limited up to the executives and middle management as the low level managers and workers are not directly victim of the change process, they actually take the commands from the top and middle level management and act like that, in Pakistan it is more about the culture rather than the rules and regulations or policies of the company.Conclusion RecommendationsBased on the data, and the calculations shown above, it has been proved that techno-structural intervention is greatly impacted by the employees involvement, if the employees found the chance to participate in the change process, than they better performed as compared to those who dont have a chance to give their views about the intervention process. So, it is better to get the participation of the employees whi ch should be in positive manner this will enhance the confidence of the employees towards the intervention process and self responsibility of the employees will lead to the success of the intervention.In Textile Sector, as in case of Pakistan, Employees involvement can be increased by giving the employees proper participation as well as providing the opportunity to the employees so that they can get the responsibility by their own self. The all four variables which have been discussed here must be kept in mind in order to sic the employees for the Techno-structural intervention. One of the major problems which we really face while getting the data about the employees involvement is the organization structure which is highly autocratic. At the top level, Management dont wanted from the employees side to listen any thing they just wanted to pass the orders rather than to make the decisions by the consensus of the employees. But on one way around though some employees are also enough satisfied with this culture of the organization but in real sense the employees creativity element will all shutter down, resultantly they unavailing to hold that thing which actually they can. Summing up, our discussion as that as the competition is in the market is increasing, new and radical changes are being occurring in the organizations. Those organizations who get prepared their employees to accept the changes got success while other who unable to got accept the changes fail badly and one of the major reasons they have that their human resource dont accept the change made by the employer in some technical work or some structural design, resultantly it fails down.