Work, Formal Participation, and Employee Outcomes

Abstract

Mounting alienation and dissatisfaction at the workplace have prompted a search for new forms of work organization. Two recent initiatives—improvement of the work itself and employee participation—are linked m a model and examined empirically. The effects of work and expanded employee participation m decision making on employee outcomes are examined in 20 organizations. Data are obtained from field observations, company documents, and questionnaires given to 1000 employees from senior management, supervisory, and rank-and-file levels. The nature of work and employee participation have significant, independent effects on employee outcomes. The role of expanded employee participation m decision making when technological or economic constraints limit opportunities for participation is discussed.

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