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By building upon the points at the end of Norman Tebbit's recent article, this article describes the joint IPM/IPA publications on employee involvement.

AbstractManagers see participatory quality circles as a productivity booster; unions and employee activists view them as a morale and job‐satisfaction enhancer. Although productivity and quality improvement are the responsibility of management, employee‐involvement approaches — such as quality circles — place much of that burden in the laps of employees. What's in it for employees? The answer to that question will determine whether "win/win" will work.

Abstract
The paper focuses on the analysis of the employees' behaviour, specifically in their involvement and commitment in hotel service after the implementation of a quality management system. When organization fails to involve the employees in a meaningful way, two types of workers could be identified; employees with high efficiency and employees with resistance to change. In this qualitative study, it was observed that if an employee doesn't feel a sense of accomplishment, even when he constantly receives training courses, has incentives or sanctions, it is going to be difficult to get his involvement and commitment with the organization goals. This situation happens because the hotel quality management system is supported by an isomorphism with standardized rules that proceeded or originate from a different context and, in that system the features of the company and workers were not considered. The case study war carried out in a touristic destiny of sun-beach tourism in Mexico. Questionnaires and semi-structured interviews were prepared to elicit the employees' participation in decision-making process, the employees' involvement and commitment to achieve organization's quality objectives, the employees' efficiency in production processes and service, and the socialization. As already stated earlier, the intention of this paper is to develop an understanding of the actual practices that guide the relationships of human resources, when quality is joined as a contingent element.