Making a difference: A grounded theory study of employee involvement in the workplace

This study explored the current perception of employee involvement initiatives from the perspective of employees currently in the workplace. From utilizing the grounded theory methodology and personal one-on-one interviews, a substantive theory relating to employee involvement is proposed. The substantive theory generated from the data revealed that employees are utilizing employee involvement initiatives to satisfy their prominent desire to make a difference. Employees engage in a self-initiated process designed to help them select which employee involvement initiatives will enable them to make a difference in the areas they desire. This process is referred to as self-minding employee involvement in the workplace. The three stages of this process include surveying the involvement landscape, self-positioning, and navigating the involvement landscape.