This study is an attempt to explore the impact of a human resource practice (Employee

Participation) on strategy planning, and helps to motivate and influence the employees towards
works and increase the efficiency and effectiveness of the employees in the organization.

Workers have ideas which can be useful.

Upward communication facilities sound decision making. Workers may accept decisions
better if the participate in them.

Workers may work more intelligently if they are informed about the reason for and the
intention of decisions that are taken participative atmosphere.

Workers may work harder if they share in decision that affects them.

Workers participation my foster more cooperative attitude amongst workers and

management thus raising efficiency by improving team spirit and reducing the loss of
efficiency arising from industrial disputes.

Workers participation may at as a spur to managerial efficiency.

Essays, UK. (November 2018). Employee participation in strategy planning. Retrieved from
https://www.ukessays.com/essays/management/employee-participation-in-strategy-planning-
management-essay.php?vref=1

The standard practice is for executives to decide the direction and strategic
goals of the company. Most often, these decisions are never communicated to
the rest of the organization, or, they’re communicated in a piecemeal fashion
through middle managers. This often results in employees simply going about
their day and doing their jobs with no real context for how it fits into the big
vision for the company.
Morrison Kimberly (2013). Want Employees to be More Engaged? Involve Them in Strategic
Planning
https://www.tlnt.com/what-employees-to-be-more-engaged-involve-them-in-strategic-planning/

Teamwork has been linked to a number of positive outcomes in organizations. Employees working in
teams have been found to report higher job satisfaction and well-being and lower levels of absenteeism
than those not working in teams (Rasmussen & Jeppesen, 2006). The implementation of teamwork in
healthcare settings has also been shown to improve important objective outcomes such as patient
mortality rates (Michie & West, 2004). However, in a review of the research literature, Bambra, Egan,
Thomas, Petticrew, and Whitehead (2007) reported that team intervention effects have been
inconsistent. They suggested that this could be because of the faulty development and implementation
of some teamwork interventions. In this study we examine the importance of implementation processes
in a team implementation intervention.

Some of the positive effects suggested by teamwork research include increases in social support as
employees engage in joint decision-making and problem solving (Parker & Williams, 2001; Rasmussen &
Jeppesen, 2006). Team member autonomy may also increase as the team manager's role becomes that
of a coach and a facilitator (Day, Gronn, & Salas, 2006) where team members take over managerial tasks
(Rasmussen & Jeppesen, 2006; van Mierlo, Rutte, Kompier, & Dooreward, 2005). There is some evidence
that the significant changes in existing procedures (e.g. new problem-solving processes) that occur when
employees are re-organized into teams are the active ingredients of teamwork interventions (Parker &
Williams, 2001). It appears likely that these active ingredients bring about the positive working
conditions reported by those working in teams which, in turn, are often associated with good job
satisfaction and well-being (Rasmussen & Jeppesen, 2006; van Mierlo et al., 2005).

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Finally, in a survey conducted in association with Robert Kaplan of the Harvard Business School and Business
Intelligence (Rousseau & Rousseau, 1999), more than 40% of senior managers and more than 90% of all employees stated
they did not believe they had a clear understanding of their company's strategy. Thus, this researcher concludes that
successful strategy implementation is determined by the logical decisions and actions of all employees at all levels of the
organization, and not just by the people who originally defined the strategy.

Toward Strategy Implementation Success: An Empirical Study of the Role of Senior-Level

Leaders in the Nevada Gaming Industry. UNLV Gaming Research & Review Journal+ Volume 10, Issue 2
James/. Schaap
To determine what involvement senior-level ledership had with achieving the company's financial and/or strategic
performance targets;

To find out whether and to what extent staff at different levels are aware of the strategic plan and the strategic
planning process.
4. To investigate whether staff participation in the strategic planning process affects staff performance measurement
as evaluated in the appraisal reports.