Participation in decision making: When should it be used?

Locke, Edwin A.; Schweiger, David M.; Latham, Gary P.

doi:10.1016/0090-2616(86)90032-x

Cited by 225 publications

(229 citation statements)

References 5 publications

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“…It also allows employees a certain level of influence over their work or working conditions, which was neglected in the definition proposed by Locke et al (1986). With this understanding of PDM in mind, the theoretical rationale for implementing PDM programmes was explored from an organisational perspective, as well as a human resource perspective.…”

Section: Defining Participative Decision Makingmentioning

confidence: 99%

“…Therefore, PDM is only one of many values that employees hold in their jobs, and thus the attainment of PDM responsibility will only have a proportionate effect on their job satisfaction, depending on its value standard. Furthermore, from an organisational perspective, there are concerns relating to the cost effectiveness in allowing all employees to participate in all decisions (Locke et al, 1986); thus, PDM should be centred on issues of which employees are particularly knowledgeable (Miller & Monge, 1986) to benefit both the organisation (i.e., informed decisions being made) and the employee (i.e., being more satisfied in his/her job by gaining recognition as a competent and valued partner to the organisation) (French et al, 1960).…”

Section: Affective Models Of Participationmentioning

confidence: 99%

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Culture, participative decision making and job satisfaction

Westhuizen

Pacheco

Webber

2012

The International Journal of Human Resource Management

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Section: Defining Participative Decision Makingmentioning

confidence: 99%

Section: Affective Models Of Participationmentioning

confidence: 99%

Culture, participative decision making and job satisfaction

Westhuizen

Pacheco

Webber

2012

The International Journal of Human Resource Management

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“…There was empirical evidence that the participation of lower managers and workers is important in the implementation of a new vision, but existing knowledge concerning participation still had (and has) numerous limitations. The expected positive effects of participation are often unrealistic (see, for example, the literature reviews by Dachler and Wilpert, 1978;Locke and Schweiger, 1979;Cotton et al, 1988;Woodman, 1989;Glew et al, 1995). In particular, how forms of information (such as accounting and fine-grained information) can contribute to the implementation of a new vision has also largely remained unanswered (Argote and Miron-Spektor 2011, p. 1129-1130.…”

Section: The Analysis Of Unforeseen Effects Of Interventionsmentioning

confidence: 99%

“…Although it is unclear which specific forms of participation are most effective and the expected outcome of participation does often not occur, it is known that participation of lower level managers and workers is necessary to implement a new senior management vision (see, e.g. Lines, 2004;Argote and Miron-Spektor, 2011;Russ, 2008;Armenakis et al, 1993;Dachler and Wilpert, 1978;Locke and Schweiger, 1979;Cotton et al, 1988;Woodman, 1989;Glew et al, 1995).…”

mentioning

confidence: 99%

Bridging the gap between theory and practice in management accounting

Jansen

2018

AAAJ

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Purpose Although management accounting tools and techniques are developed to solve practical problems in organizations, there is a lot of criticism of management accounting research for not having an impact on practice. In interventionist research, the “shaping” of an intervention to solve a practical problem is an important step. The purpose of this paper is to explore how the findings of management accounting research can be reviewed to make them practically applicable in shaping an intervention. Design/methodology/approach The paper is based on the author’s experiences with an interventionist research project. Findings Systematic literature reviews, which are common in engineering and medicine, bring together the academic knowledge that can contribute to solutions for a specific practical problem, including a definition of the ways in which this knowledge can be applied. Inspired by the methodology for conducting such reviews, this paper proposes how interventionist management accounting researchers can use existing theoretical knowledge in shaping interventions that aim to solve a practical problem. After an intervention, the analysis of the intervention’s unforeseen effects can provide a basis for the refinement of the theory identified in the literature review. Research limitations/implications Such a literature review can be organized according to four approaches to taking theoretical knowledge into practice. Unforeseen effects of the intervention can guide the selection of additional theory that helps to interpret these effects and refine normative and academic theory. Originality/value In management accounting it is uncommon to review the literature with the aim of shaping a solution for a practical problem. This paper explores how literature reviews that focus on a specific practical problem can contribute to bridging the gap between theory and practice.

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“…However, general reviews (e.g., Locke and Schweiger 1979) conclude that participa tion tends to have positive effects on job attitudes and mildly posi tive or neutral impacts on performance. A comprehensive review by Strauss (1982) of worker participation studies in a variety of coun tries and organizational forms concludes its success depends on the criteria chosen by the observer.…”

Section: Participativenessmentioning

confidence: 99%