Participatory management and industrial relations climate: a study of Chinese, Japanese and US firms in Taiwan

Supervisor–Subordinate Guanxi and Employee Work Outcomes: The Mediating Role of Job Satisfaction

“…We chose a 12-item measure of Chinese derivative of Rooney's worker participation index used in Wu and Lee (2001) to measure the degree of participatory management. An example item is, ''To what extent have you participated and being recognized in terms of pay scale?''…”

Leader–member exchange and industrial relations climate: mediating of participatory management in China

“…We chose a 12‐item measure of the Chinese derivative of Rooney's worker participation index used by Wu and Lee () to measure the degree of participatory management. To conceptualize the effectiveness of participatory management, the measure included 12 items covering social, personnel, and operational aspects.…”

“…The third stream is concerned with the predictive effects of participatory management on organizational outcomes including job satisfaction (Melcher ), productivity (Rooney ), product quality (Cooke ), commitment to organizational decisions (Rosenfeld and Smith ; Sashkin ; Strauss ), employee and superior relations (Cooke ), employee turnover (Miller and Monge ; Spector ), absenteeism (Coch and French ), job promotions (Cheung and Wu ), and job stress (Mackie, Holahan and Gottlieb ). Researchers have also started to study the issue of employee participation in the Chinese context (Huang ; Wu and Lee ). For example, Wu and Lee () found that the effectiveness of participatory management has a greater impact on employees' perceptions of IRC than the level of participatory management.…”

“…Researchers have also started to study the issue of employee participation in the Chinese context (Huang ; Wu and Lee ). For example, Wu and Lee () found that the effectiveness of participatory management has a greater impact on employees' perceptions of IRC than the level of participatory management. Yet, the question of how participatory management translates the effects of LMX into employees' favorable perceptions of IRC in the Chinese context remains largely unanswered.…”

“…Third, Wu and Lee () indicated that employee participation provides an open channel for individuals to access valuable information, freely exchange information with other organizational members, and express various views (Lawler ). Participating employees are better exposed to and have a clearer understanding of organizational policy changes, can openly state their objections, if any, and can openly collect feedback on their work views.…”