An Exploratory Analysis of Employee Participation

Coye, Ray W.; Belohlav, James A.

doi:10.1177/1059601195201002

Cited by 29 publications

(26 citation statements)

References 19 publications

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“…A growing literature shows that an employee empowerment approach (or employee empowerment practices) is positively related to performance (Fernandez and Moldogaziev 2011;Kirkman and Rosen 1999;Lee, Cayer, and Lan 2006;Spreitzer 1995), innovativeness (Fernandez and Moldogaziev 2013c;Spreitzer 1995), job satisfaction (Fulford and Enz 1995;Kim 2002;Lee, Cayer, and Lan 2006;Wright and Kim 2004;Wu and Short 1996), organizational commitment (Guthrie 2001;Kirkman and Rosen 1999), and job involvement (Coye and Belohlav 1995) and negatively related to turnover (Arthur 1994;Grissom 2012;Moynihan and Landuyt 2008). While studies have made important contributions to our understanding of employee empowerment as managerial practice and its relationship to key organizational outcomes, a tendency among them-particularly those from the public sector-has been to conceptualize employee empowerment as a one-dimensional construct (e.g., focusing just on discretion or involvement) or to operationalize employee empowerment using a single item, without capturing the full breadth of an employee empowerment approach as conceptualized in the literature (Ahearne, Mathieu, and Rapp 2005;Arnold et al 2000;Lawler 1992, 1995;Kanter 1979).…”

Section: Employee Empowermentmentioning

confidence: 99%

Assessing the Past and Promise of the Federal Employee Viewpoint Survey for Public Management Research: A Research Synthesis

Fernández

Resh

Moldogaziev

et al. 2015

Public Administration Review

114

120

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Since 2002, the U.S. Office of Personnel Management has used the Federal Employee Viewpoint Survey (FEVS) to monitor efforts by federal executive agencies to manage human capital. Public management researchers have used FEVS data to produce dozens of peer‐reviewed publications on a range of topics of interest to policy makers, practitioners, and academics. Despite the proliferation of these empirical studies, the field of public management until now has lacked a critical assessment of the FEVS and of how researchers have used the data. In this article, the authors discuss the strengths of the FEVS and the opportunities this survey has created for public management researchers. Despite important contributions made to the literature using the data, there are weaknesses in the content, design, and implementation of the FEVS. The authors offer a set of recommendations for refining the survey and its implementation with the aim of improving the quality and value of the data. In doing so, they hope to foster a dialogue between public management researchers and the Office of Personnel Management on the future of the FEVS and to forge a stronger link between these two communities.

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Section: Employee Empowermentmentioning

confidence: 99%

Assessing the Past and Promise of the Federal Employee Viewpoint Survey for Public Management Research: A Research Synthesis

Fernández

Resh

Moldogaziev

et al. 2015

Public Administration Review

114

120

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“…It has been well documented in the literature that formalized schemes for employee involvement are likely to increase work performance and the willingness of employees to take on more responsibilities (e.g., Gollan and Davis, 2001; Kim, 2002; Mackie, Holahan, and Gottlieb, 2001; Markey, 2001). Moreover, the findings of Coye and Belohlav's (1995) study suggest that programmatic efforts to involve employees tend to encourage individual employees to actively participate in decision‐making processes and to give their suggestions to the organization. The presence of this structural‐type voice mechanism not only provides an infrastructure that makes it easier for employees to voice their concerns about organi‐zational matters, but also obliges employees to give suggestions.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Breaking the Silence Culture: Stimulation of Participation and Employee Opinion Withholding Cross-nationally

Huang

Vliert

Vegt³

2005

Manag. Organ. Rev.

192

157

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 We investigated the relationship between the national cultural value of power distance and collective silence as well as the role of voice-inducing mechanisms in breaking the organizational silence. Using data from 421 organizational units of a multinational company in 24 countries, we found that both formalized employee involvement and a participative climate encouraged employees to voice their opinions in countries with a small power distance culture. In large power distance cultures, formalized employee involvement is related to employee voices only under a strong perceived participative climate.Employees are regarded as major sources of change, creativity, learning, and innovation, which are factors critical to the success of organizations. However, many employees choose not to voice their opinions and concerns about matters in their organizations. Morrison and Milliken (2000) proposed that when most members of an organization choose to keep silent about organizational matters, silence becomes a collective behavior, which is referred to as organizational silence. Organizational silence can have detrimental effects on decision-making and processes of change by blocking alternative views, negative feedback, and accurate information (cf. Bies and Tripp, 1999;Zand, 1972). As many organizations are now operating in a large number of culturally diverse countries, understanding and managing organizational silence cross-nationally would be of interest to both international scholars and international managers.In his seminal work on cultural dimensions, Hofstede (1991) asserted that, compared to people from countries with a small power distance culture, those from countries with a large power distance culture tend to take hierarchical inequalities for granted and are less likely to voice their concerns to their superiors in order Management and Organization Review 1:3 459-482 1740-8776

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“…A growing literature indicates that employee empowerment is positively related to performance (Fernandez and Moldogaziev ; Kirkman and Rosen ; Lawler, Mohrman, and Ledford , ; Lee, Cayer, and Lan ; Nielsen and Pedersen ; Spreitzer ). Related empirical studies show a positive link between employee empowerment and several important work‐related attitudes, including innovativeness (Fernandez and Moldogaziev ; Spreitzer ), job satisfaction (Bowen and Lawler ; Davies, Laschinger, and Andrusyszyn ; Fulford and Enz ; Kim ; Klecker and Loadman ; Kuokkanen, Leino‐Kilpi, and Katajisto ; Lawler, Mohrman, and Ledford , ; Lee, Cayer, and Lan ; Sarmiento, Laschinger, and Iwasiw ; Savery and Luks ; Seibert, Silver, and Randolph ; Ugboro and Obeng ; Wright and Kim ; Wu and Short ), organizational commitment (Guthrie ; Kirkman and Rosen ; Lawler, Mohrman, and Ledford , ), and job involvement (Coye and Belohlav ). Nearly all of these empirical studies analyzed the direct effects of employee empowerment on performance and work‐related attitudes independently of each other and without considering indirect or mediating effects.…”

mentioning

confidence: 99%

Employee Empowerment, Employee Attitudes, and Performance: Testing a Causal Model

Fernández

Moldogaziev

2013

Public Administration Review

183

188

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Tima Moldogaziev is assistant professor of public fi nance and public management at the University of South Carolina. His research focuses on organizational behavior as it relates to empowerment, innovation, and performance in the public sector, contracting, and resource management. He also publishes on matters of subnational debt management, fi nancial intermediation and regulation, and municipal securities pricing and liquidity.

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An Exploratory Analysis of Employee Participation

Cited by 29 publications

References 19 publications

Assessing the Past and Promise of the Federal Employee Viewpoint Survey for Public Management Research: A Research Synthesis

Assessing the Past and Promise of the Federal Employee Viewpoint Survey for Public Management Research: A Research Synthesis

Breaking the Silence Culture: Stimulation of Participation and Employee Opinion Withholding Cross-nationally

Employee Empowerment, Employee Attitudes, and Performance: Testing a Causal Model

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