• 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.

Empirical Research on Employee Participation
Empirical research on employee participation

The three-path model of employee participation impact on work outcomes (see Chapter 2) implies that participative decision making (PDM) may improve work outcomes, depending on the composition of the facilitating or inhibiting forces. Primarily, the empirical attention focused on the end results or bottom line of the PDM process rather than the intermediate results of diverse cognitive and motivational mediators. Scholars and practitioners have asked, whether by using PDM, can management improve work outcomes, such as job performance and job satisfaction? Furthermore, is the PDM impact constant across contexts and situations, regardless of the form of participation or the type of consequence, or conversely, is it determined by these variables? The most common general influence of ...

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