Using Involvement to Enhance Employee Engagement in it Firms: Examining Leadership Initiatives in a Key Developing National Context

Abstract

Many organisational leaders increasingly use employee involvement to serve their interests, spurred by the unitarist rationale of leader‐member exchange (LMX). Existing research into employee involvement and participation (EIP) management has mainly focused on manufacturing firms in advanced economies and has not kept pace with developments in settings where practice is primarily governed by organisational leaders plus greater use is made of informal and technologically assisted EIP. Consequently, this paper investigates the management of EIP in IT firms at the forefront of these developments in India. The findings reveal how an array of informal initiatives, including social media, are being used to permeate traditional LMX and EIP boundaries to reinforce unitarist leadership goals. Limitations to some of these initiatives are elucidated, as they are unevenly used and contested by employees. Thus, the paper contributes to critiques of LMX as an ancillary framework for EIP.