Employee involvement climate and organizational effectiveness

  1. Christine M. Riordan1,*,
  2. Robert J. Vandenberg2,
  3. Hettie A. Richardson3

Article first published online: 18 NOV 2005

DOI: 10.1002/hrm.20085

Issue

Human Resource Management

Human Resource Management

Volume 44, Issue 4, pages 471–488, Winter 2005

Additional Information

How to Cite

Riordan, C. M., Vandenberg, R. J. and Richardson, H. A. (2005), Employee involvement climate and organizational effectiveness. Hum. Resour. Manage., 44: 471–488. doi: 10.1002/hrm.20085

Author Information

  1. 1

    Texas Christian University

  2. 2

    University of Georgia

  3. 3

    Louisiana State University

*Associate Dean for External Relations and the Luther Henderson University Chair in Leadership, Neeley School of Business, TCU, Box 298530, Fort Worth, TX 76129, 817-257-7122

Publication History

  1. Issue published online: 18 NOV 2005
  2. Article first published online: 18 NOV 2005

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Abstract

This study empirically examines the relationship between the perceived employee involvement (EI) climate and organizational effectiveness. Using a sample of insurance companies, results indicate that organizations with high levels of perceived EI climate lead to organizational effectiveness as measured through financial performance, turnover rate, and workforce morale. Implications of the results for research and practice are discussed. © 2005 Wiley Periodicals, Inc.

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