The International Journal of Management and Business, Vol. 5 Issue 1, June 2014 Modelling Employees’ Suggestion-Making Behavior Davide Girardelli Assistant Professor, Wenzhou-Kean University 88 University Road, Li’ao Street, Ouhai District, Wenzhou, China dgirarde@kean.edu Abstract The paper outlines a model of employee participation in suggestion systems that builds on the Theory of Planned Behavior (TPB; Ajzen, 1991). According to the proposed model, employees’ suggestion-making behavior is primarily explained by TPB’s antecedents. The model was tested by administering a questionnaire to line workers in an automotive plant (Toyota Motor Manufacturing, Kentucky Inc.). Participation rates in the suggestion system were assessed three-months after the main data collection. The model was tested using structural equation modelling (SEM). Overall, the findings supported the proposed model. Structural model A, which included the TPB variables only, accounted for 5% of explained variance in participation in the suggestion system and 46% of explained variance in intention to submit suggestions. Structural model B, which considered the indirect effects of other relevant constructs (proactive personality, organizational trust, perceived rewards, and supervisory support for continuous improvement activities) accounted for 4% of explained variance in participation in the suggestion system, 38% of explained variance in intention to submit suggestions, and 29% of explained variance in attitudes toward submitting suggestions. Keywords: Suggestion systems; Employee involvement; Discretionary Work Behavior; Theory of Planned Behavior; Toyota Manufacturing System. Introduction Organizations that are able to foster employee participation tend to perform better on several performance indexes, such as profitability and perceived quality. Employee participation also plays a critical part in supporting innovation by facilitating the development of new or improved products, services, and processes (Appelbaum, Bailey, Berg, & Kalleberg, 2000; Mumford & Licuanan, 2004). Although the importance of fostering employee participation to support innovation is widely recognized, commentators argued for more empirical research on specific practices that may have a positive impact on workers’ participation. Suggestion systems, the focus of several investigations in recent years, are one of the most studied of such practices (Axtell et al., 2000; Buech, Michel, & Sonntag, 2010; Clegg, Unsworth, Olga, & Parker, 2002; Frese, Teng, & Wijnen, 1999; Lipponen, Bardi, & Haapamäki, 2008; Oldham & Cummings, 1996; Rapp & Eklund, 2002; Verworn, 2009). 13