The purpose of this article is to study the effect of employee involvement (EI) practices on quality comprehensively.
This paper views the EI domain as sets of related practices interacting within a hierarchy. Using survey data, the paper tests a model of higher order practices building on a foundation of lower order practices to affect quality.
The results support a hierarchical conceptualisation of EI practices. Some practices are found to be more effective than others, yet even the less effective EI practices serve a supportive purpose.
The model was analyzed from a predictive perspective, using a relatively small sample. Rather than simply identifying some EI practices as more effective than others, it is important to view the practices as being interrelated.
Cherry‐picking only the most effective EI practices may not work. Managers must first install a foundation of less effective practices.
EI is recognised as an important enabler of quality management initiatives. Yet, much of this support is based on normative and untested prescriptions. This paper provides such a test. The paper models the entire EI domain, as sets of related practices rather than a hodgepodge of sporadic individual practices. Further, the paper presents a unique conceptualisation of an EI hierarchy.
