Employee Participation: Diverse Forms and Different Outcomes

Cotton, John L.; Vollrath, David A.; Froggatt, Kirk L.; Lengnick‐Hall, Mark L.; Jennings, Kenneth R.

doi:10.2307/258351

Cited by 327 publications

(388 citation statements)

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“…Participation here is defined as joint decision making (Locke and Schweiger 1979) or as influence-sharing between hierarchical superiors and their subordinates (Mitchell 1973). Theoretically, researchers have argued that allowing subordinates to participate in setting goals affects performance by enhancing employees' commitment to, and satisfaction with, the performance goals (see Cotton et al 1988;Dachler and Wilpert 1978;Miller and Monge 1986). Alternatively, participation has been investigated within the justice literature as the opportunity for workers to ''voice'' their opinions about decisions that affect them (Folger and Cropanzano 1998;Thibaut and Walker 1975).…”

Section: Participation and Unethical Deceptionmentioning

confidence: 99%

Investigating the Effects of Moral Disengagement and Participation on Unethical Work Behavior

2011

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With massive corruption uncovered in numerous recent corporate scandals, investigating psychological processes underlying unethical behavior among employees has become a critical area of research for organizational scientists. This article seeks to explain why people engage in deceptive and fraudulent activities by focusing on the use of moral-disengagement tactics or rationalizations to justify egregious actions at work. In addition, participation in goal-setting is argued to attenuate the relationship between moral disengagement and unethical behavior. Across two studies, a lab simulation and field survey, a measure of moral disengagement was developed for use with working adults. The hypothesized main and interactive effects of moral disengagement, participation, and unethical behavior were tested and largely confirmed.

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Section: Participation and Unethical Deceptionmentioning

confidence: 99%

Investigating the Effects of Moral Disengagement and Participation on Unethical Work Behavior

2011

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“…However, the centralized management style usually implies less employee participation in the decision-making (Cotton et al 1988). If the corporate executives just make their own decisions about collaborating with a particular cause, this will mean that some employees may oppose their point of view.…”

Section: The Company Management Approachmentioning

confidence: 99%

Social Alliance and Employee Voluntary Activities: A Resource-Based Perspective

Liu

2011

J Bus Ethics

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The corporate social responsibility literature devotes relatively little attention to the strategic role played by employee voluntary activities (EVAs) in social alliances. Using the resource-based perspective of the organization to frame the data collection and the analyses, this article investigates: (1) the role of EVAs in the development of corporate and non-profit organizations (NPOs) competitive assets and (2) the management approaches to how both parties can develop their own resources by combining them with the shared resources with the purpose of enhancing its competitive advantage in its own sector. The database is composed of 70 specifically designed interviews with managers of UK-based firms and NPOs. The analyses suggest, among other things, that the majority of corporate and non-profit managers find that EVAs generate substantial tangible and intangible benefits for their respective organisations, creating genuine synergies. We also find evidence of a general preference for the management approaches of such programmes in both types of organisation.

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“…Participation is defined as joint decision-making (Locke and Schweiger, 1979) or as influence-sharing between hierarchical superiors and their subordinates (e.g., Mitchell, 1973). Theoretically, researchers have argued that allowing subordinates to participate in setting goals affects performance by enhancing employees' commitment to, and satisfaction with, the performance goals (e.g., Cotton et al, 1988;Dachler and Wilpert, 1978;Miller and Monge, 1986). However, researchers continue to debate the utility of participative decision-making, with several researchers suggested that no clear link has been established between worker participation and such organizationally relevant criteria as employee commitment (to the goal or to the organization),…”

Section: Participation In Setting Goalsmentioning

confidence: 99%