A Methodological Critique of Fifty-Eight Selected Work Experiments

Thomas G. Cummings · Edmond S. Molloy · Roy Glen

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Management Theory and Practice Job Satisfaction and Organizational Behavior Global and Cross-Cultural Management

Abstract

This paper evaluates the internal and external validity of 58 work experiments-e.g., job enrichment, participative management, and autonomous group studies. The experiments are classified according to their independent and dependent variables; then each study's research design is evaluated in terms of various threats to internal and external validity. The results show that the attitudinal and performance improvements reported in the experiments are questionable but not altogether implausible. The findings of the studies appear to be generalizable to a wide range of populations and settings. Several suggestions for the improvement of research in this field are presented in light of the results of this critique.

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References

1963Experimental and Quasi-Experimental Designs for Research 1977Handbook of Industrial and Organizational Psychology.1948Overcoming Resistance to Change 1964Organizational Choice 1956The experimental change of a major organizational variable.1960An Experiment on Participation in a Norwegian Factory 1969Impact of employee participation in the development of pay incentive plans: A field experiment.1959Productivity and Social Organization: The Ahmedabad Experiment.

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2000High Road and Low Road Teamworking: Perceptions of Management Rationales and Organizational and Human Resource Outcomes 1986Outcomes of Autonomous Workgroups: A Long-Term Field Experiment 1989A Test of Participation Theory in a Work Re-design Field Setting: Degree of Participation and Comparison Site Contrasts 1996Sense of Control Among Hospital Employees: An Assessment of Choice Process, Empowerment, and Buffering Hypotheses1 1984The derivation of job designs

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