Causal inferences between participation in decision making, task attributes, work effort, rewards, job satisfaction and commitment

Abstract

PurposeRegulatory frameworks in Australia encourage employee participation in decision making (PDM) on the basis that participation benefits work effort, job satisfaction and commitment. Although the literature supports this premise, there is little evidence that patterns of causal inference in the relationship are clearly understood. This study aims to examine for structural and causal inference between PDM and the work environment over time.Design/methodology/approachStructural equation modeling was used to examine longitudinal, matched sample data for causal inferences.FindingsThe paper finds that participation in decision making appears to promote job satisfaction and commitment, whereas task variety and work effort foster participation.Research limitations/implicationsThe use of quantitative, self report data, small samples and cross industry data as well as possible overlap between commitment foci may limit the transferability of the findings. It is also important to note causality is merely inferred.Practical implicationsAlthough participation in decision making positively influences work effort, autonomy and commitment, practitioners need to be mindful of keeping a balance between employee and employer needs. Job satisfaction and commitment are at risk in the long term if participation is viewed merely as a survival strategy for coping with work effort and task variety.Originality/valueThe paper examines inferred causality within a participative decision‐making framework and addresses the previously neglected need for multi‐site and longitudinal studies.

Culture, participative decision making and job satisfaction

“…These results were consistent with findings from existing empirical literature (Black & Gregersen, 1997;Schuler, 1980;Scott-Ladd et al, 2006), which have suggested that when employees can engage in higher levels of PDM, their job satisfaction would also be likely to increase. From a theoretical perspective, encouraging PDM is provided under the affective models of participation, whereby facilitating employee engagement in job-related decisions will lead to the attainment of their higher-order needs (Maslow, 1943), which will ultimately promote their job satisfaction (Vroom, 1964).…”

Modeling effective work groups and teams : an assessment of the inclusion of social value orientation.

“…Participation viewed this way might be related to functional diversity as well, as participation would allow various diverse viewpoints to benefit the work group as a whole. This is consistent with other considerations of participation in decision-making within organizations, such as Scott-Ladd, Travaglione, and Marshall (2006), who note an indirect positive relationship between participation and performance through increased affective commitment, job satisfaction, and performance effort.…”

Conexiones de valor: una perspectiva del capital social sobre las redes sociales de profesores, el compromiso y la autoeficacia

“…Para evaluar la autoeficacia de los profesores se utilizó el instrumento de- & Daytner, 1999). A pesar de que un análisis factorial reveló tres factores, estos estaban fuertemente correlacionados y conceptualmente relacionados, y por lo tanto elegimos tratarlos como uno solo que explicaba el 59.0% de la variación.…”