员工参与是管理科学领域的重要问题之一，在组织发展过程中显得尤为重要。在进行一些干预时，没有员工参与的成功似乎是不可能的。本文论述了员工参与对干预过程成功的影响。本文对巴基斯坦纺织行业进行了实证研究，探讨了员工参与与技术结构干预之间的关系，结果很可能与文献有关。
员工参与，技术结构干预，组织发展，变革
试图改变员工的现状；如果它发生迅速，它可以是非常令人不安的该组织的所有利益相关者，作为员工的直接受害者的变化，这就是为什么他们会觉得更经济安全在工作场所。改变可以是不同的类型，可以在员工提高恐惧，不要紧；有好的或坏的对员工的影响，但总体上变化总是为发展宗旨的组织。组织发展是控制的过程中，动作序列，旨在提高组织的绩效和有效性的活动。这些设置对组织绩效的改善和发展计划的变化称为干预。干预只会如果他们有相关的组织工作的组织。这些干预措施的设计从组织需求的变化，可分为不同的类型的干预措施。在组织中的最高水平，有战略层面的干预，其目的是为了实现其目标的有效的组织结构形式。另一个是技术结构干预，目的是形成适当的工作设计和组织结构，以提供组织发展的战略支持。干预的第三部分是以人为本的干预重点组织中人的需要的满足以及对组织有效性的期望。
我们的主要研究重点是在技术结构的干预，涉及组织的重组；重组在整个组织工作量的划分单位的任务完成的有效。重组可以进行至少五个主要因素，环境、组织规模、技术、组织战略和全球运作。技术结构干预二其他主要组成部分是员工的参与，D Glew等人1995定义的员工参与对电力、基础信息、知识和技能，最终的奖励。干预的最后部分是工作设计，从广义上讲，设计是两种类型，一是科学管理是面向任务的，工作设计的另一种激励方法）。
Employees involvement is one of the major issues in the field of management sciences; it becomes relatively more important when appears in organization development process. While going for some interventions, success without the employees' involvement seems to be impossible. This paper argues that how the employees involvement affect the success of interventions process. For this Empirical study has been conducted in the textile sector of Pakistan to explore the relationship between the employees' involvement and the techno-structural interventions, the results are very much likely the literature.
Employees Involvement, Techno-structural Interventions, Organizational Development, change
Change tries to alter the employee's status quo; if it occurs rapidly it can be very disturbing for all the stake holders of the organization (Daphne G. Taras, James T. Bennett, 2007) as the employees are the direct victims of the change that's why they feel more economic insecurity in the work place. Change can be of various types and can raise the fear in the employees, doest not matter; it has good or bad impact on the employees (ADF Price, K chahl, 2006) but on the whole change always come in the organization for the development purposes (Rikard Athin, 2004). Organization development is controlled process in which sequence of actions, activities intended to improve the organizational performance and effectiveness (Thomas G cummings; Christopher G whorley, 2002).These set of sequenced planned changes for improvement of organizational performance and development are called interventions (cummings; whorley, 1993). Interventions will only work for the organization if they are relevant with the organization (Chris Argyris, 1970). These interventions design varies from organizational needs and can be divided into different types of interventions (D. Coghlan 1995). At the highest level in the organization, there are strategic level interventions, which are designed to form the organization structure for achieving its objectives affectively (R. Draft 1998). The other one is the techno-structural intervention, having purpose is to form appropriate work designs and organizational structures to provide the strategic support of the organization development (E lawler III, 1974). The third component of the intervention is the people oriented interventions which focus on the fulfillment of human needs in the organization as well as the expectations of the organizational effectiveness (Frank Friedlander; LD Brown, 1974).
Our main focus in this research is in techno-structural intervention, which deals with the restructuring of the organization; the restructuring is in the division of workload of overall organization in to subunits for completion of the task effectively (M Tushman, E Romanelli, 1986). Restructuring can be performed on at least five major factors, environment, organization size, technology, organization strategy and world wide operation (Thomas G cummings; Christopher G whorley, 2002). Second other major component of techno structural intervention is the employees' involvement, D Glew, et al 1995 defined the employees' involvement on the basis of power, information, knowledge and skills and finally reward. Final compo
