• 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.

Applications of Participation and Empowerment
Applications of participation and empowerment

The idea that management should provide the worker with freedom to shape his or her working environment is not new. About a century ago, Dewey (1899) persuasively argued for the need of common people to participate in their own destiny. For many years, this idea had no application in the day-to-day business reality. Nowadays, however, a lot of participatory-based managerial programs apply Dewey's notion in the workplace. In this chapter, several widespread participatory programs are reviewed. All the programs share the work-centered conception of participative decision making (PDM; see Chapter 1), namely, increased employee influence over work-related issues pays dividends. Also, all the programs use both the cognitive and motivational paths of participation. They primarily vary, ...

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