• 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.

Participation in Goal Setting
Participation in goal setting

Locke's (1968) goal-setting theory is a motivational approach that has generated a plethora of field and laboratory studies. The major premise of the theory is that specific, challenging goals, if accepted, lead to a higher level of task performance than do easy or general goals. Attaining difficult performance goals leads, in turn, to additional outcomes at the individual level, some of them affective (e.g., job satisfaction, pride) and others, instrumental (e.g., high salary; Locke & Latham, 1990; Mento, Locke, & Klein, 1992). This theory has been validated across a variety of tasks, goals, performance criteria, and research settings. Consequently, Miner (1984) described it as one of the most valid and useful theories within the domain of organizational behavior.

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