High Involvement Management Practices and Their Impact on Contextual Performance: An Analytical Study in the General Secretariat of the Council of Ministers

Authors

  • Muntasir I'lan Abbas*
  • Salma Hatyta Raheemah

DOI:

https://doi.org/10.33095/t14sjz13

Keywords:

High Involvement Management, Returns Sharing, Knowledge Owner Ship.

Abstract

The main objective of this research is to evaluate the integration management at the higher level within the General Secretariat of the Cabinet and identify its role in achieving integration in the work environment through improving relationships between different management levels, facilitating participation and expression of opinions, and enhancing organizational belonging. A statistical approach and SPSS V.25 method were used for data analysis and various measurements. Data was collected from senior managers in the General Secretariat of the Cabinet using 87 distributed questionnaires, with 81 of them collected, resulting in a response rate of 95%. Study results indicate a pattern of integration management practices at the higher level within the General Secretariat, particularly after involving employees in decision-making. These practices contribute to strengthening employees' connection to the organization, enhancing their knowledge and decision-making skills, leading to increased productivity and effectiveness. Furthermore, participation contributes to the implementation of high-level integration management by enabling employees to participate in problem-solving and decision-making, fostering collaboration, coordination, and achieving high employee performance.

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Published

2024-07-18

Issue

Section

Managerial Researches

How to Cite

“High Involvement Management Practices and Their Impact on Contextual Performance: An Analytical Study in the General Secretariat of the Council of Ministers” (2024) Journal of Economics and Administrative Sciences, 30(141), pp. 173–187. doi:10.33095/t14sjz13.

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