Workforce agility through employee involvement

This paper develops and empirically tests a theoretical model of the impact of several workforce management practices on workforce agility. We apply an employee involvement lens to examine a range of practices, viewing them as sets, rather than a hodgepodge of sporadic individual practices. Beyond examining which sets of practices are more or less effective, we develop a unique conceptualization of how these practices interact to promote workforce agility. Our resulting hierarchical model envisages lower-order practices as providing a supportive environment, upon which higher-order practices build, to foster workforce agility. Empirical testing supports this model.