Participation, Satisfaction, and Productivity: A Meta-Analytic Review.

Culture, participative decision making and job satisfaction

“…Cognitive models of participation (Miller & Monge, 1986) suggest that collaboration with employees is a viable organisational strategy as it enhances the flow and use of important information within the organisation, thus resulting in efficiency and productivity gains. Underlying such rationale is the fact that employees are closer to their work than top management, and thus have a greater understanding of work-related problems within the organisation; employees are able to make decisions with greater pools of information (Anthony, 1978;Rodgers & Hunter, 1993;Frost, Wakely, & Ruh, 1974).…”

“…This has become a popular organisational strategy, as research has shown that employee participation is increasing (Harley, Ramsey, & Scholarios, 2000). Theoretical literature has argued that allowing for PDM will satisfy employees" higher-order needs (Maslow, 1943) such as self-expression (Miller & Monge, 1986), independence (French, Israel, & As, 1960) and feelings of fate control (Ashforth, 1989;Greenberger, Strasser, Cummings, & Dunham, 1989), which ultimately promotes their job satisfaction (Vroom, 1964). Such claims have also been empirically supported (Alutto & Acito, 1974;Black & Gregersen, 1997;Morse & Reimer, 1956), where findings indicated that higher levels of PDM will generally result in higher levels of job satisfaction.…”

The Implementation of Goffee and Jones’s Types of Organizational Culture in a Greek State-Owned Organization that Introduced New Technologies

“…The project management's participative leadership style resulted in greater commitment, improved performance and productivity of employees, and increased support for the project and its targets (Miller and Monge, 1986;Ismail, et al, 2010).…”

Strategic Risk Management

“…Given differences between senior managers' and middle managers' perception of the environment due to their different backgrounds and experiences (e.g., , having middle managers participate in decision-making should lead to more diverse and more cognitively distant views being discussed during decision-making Miller and Monge, 1986). This increases top management's cognitive diversity (Eddleston, Otondo, and Kellermanns, 2008) and heightens senior managers' awareness of the market and/or product-related challenges that the firm faces.…”

“…Secondly, given the new insights senior managers gain by discussing more diverse and more cognitively distant views when having middle managers participate in decision-making Miller and Monge, 1986), senior managers should experience a loss in perceived control over the environment. Through the exchanges with middle managers they learn about market trends, technological developments, or competitor moves that they likely have not been aware of since middle managers are often closer to the market (e.g., ).…”