• Summary
  • Contents
  • Subject index

This book takes a crtitical look at employee participation in organizational decision making. It is the first book to do this by integrating into one source the various facts, theories, and applications concerning participation and empowerment in organizational settings. Through the extensive use of graphs and tables, the book traces the origins of worker participation in management and decision making, examines the repertoire of empowerment and participatory techniques as applied throughout the world, and assesses, by means of empirical evidence, which technique works best.

The Dynamics of Group Decisions: Motivational and Cognitive Factors
The dynamics of group decisions: Motivational and cognitive factors

Why are American managers interested in participative decision making (PDM)? As was specified in Chapter 1, the basic rationales they provide for introducing participatory practices in their companies are organizational in nature. Indeed, Lawler, Mohrman, and Ledford (1995) reported that the majority of their sample of Fortune 1000 senior executives believed that investment in employee participation returns dividends in terms of output improvements. They expressed the belief that PDM yields either high rates of productivity, high standards of product quality, or both results. These expectations imply that Lawler et al.'s respondents perceived a causal linkage between PDM and improved work outputs. How can this linkage be explained?

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