Participation and empowerment in organizations: modeling, effectiveness, and applications
This 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, their effectiveness in the day to day managerial work. Both theoretical and empirical bases of participation and empowerment are presented and their relationship with leadership, goal setting, and problem solving phenomenon analyzed. The book concludes with a chapter describing a comprehensive model of the dynamics of employee participation and its influence on work outcomes is suggested.
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Employee ParticipationWhat Does it Mean?
Empirical Research on Employee Participation
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approach attitudes autocratic autonomy behavior bonus effect Chapter Coch and French's cognitive commitment companies correlations Cotton cultural delegation Diffusion of responsibility effect of PDM empirical employee participation enhance Erez Furthermore goal setting groupthink impact implementation implies improve increase individual influence involved issues Japanese job characteristics model job enrichment job performance job redesign job satisfaction joint decisions kibbutz Latham Lawler leader directiveness Locke and Schweiger loose-tight management by objectives managerial programs means mediators ment meta-analysis moderators motivational multisource organization organizational outcomes overall participation and empowerment participative decision participatory programs PDM effect positive power distance practices problem productivity psychological empowerment quality circles relevant Sagie & Koslowsky self-efficacy self-managing teams social loafing sociotechnical strategy studies subordinates supervisors Table task team members tell and sell theory ticipation tion tive total quality management unisource values variables Vroom Wagner work-centered work-related workers