• 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.

Employee Empowerment
Employee empowerment

What do we mean by the phrase “employee participation in decision making?” In the first chapter, we considered the diverse meanings attributed to this concept throughout the world. According to one of these meanings, participative decision making (PDM) is “a mode of organizational operations in which decisions as to activities are arrived by the very persons who are to execute those decisions” (Lowin, 1968, p. 69). Aaron Lowin did not use the term empowerment, a term whose popularity has grown since the early 1980s. Nevertheless, his definition of PDM implies that the employees are empowered to determine their work activities. As an Iowa State University's researcher, Lowin based his model of PDM on the North American view, perceiving this practice as a ...

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