An Analysis of Quantity and Quality of Participation as Mediating Variables in the Participative Decision Making Process

Abstract

RECENTLY, Lowin (1968) has suggested a framework for the analysis of the effects of participative decision making (PDM). His model defines a series of variables which may be expected to mediate the P D M process, limiting or enhancing its appropriateness and its impact on the attitudes and performance of organizational members. He argues against holistic conceptualization and research concerning PDM and in favor of studies aimed a t testing specific hypotheses related to his list of mediating variables.The study described here fits, we believe, in the framework described by Lowin, although the principal mediating variable examined in this research is not explicitly defined in his set of hypotheses. This study focuses on the effects of P D M on subordinate satisfaction with supervision and treats as a mediating variables the subordinate's perception of the amount of his participation and the superior's basic attitudes of trust and confidence in his subordinates. Lowin (1968, p. 80) suggests that to the extent which motives are important, actor attitudes and organizational effectiveness under P D M will vary directly with: H4 . . . the extent of PDM activities H5 . . . the relevance and importance of P D M activities H7 . . . the difficulty of the issues settled by P D M 347 tions, IV (1964), 77-91. Conceptual Framework and Hypotheses

A Large-scale Second-order Structural Equation Model of the Influence of Management Participation on Organizational Planning Benefits

“…Drawing on the work of Lowin (1968) Ritchie and Miles (1970) have defined the quantity of participation as the extent of individual involvement in decision making activities, regardless of the participant's influence on decisions actually reached. Quality reflects the degree to which an organization's members have an influence on the decision choices (Lowin, 1968;Ritchie & Miles, 1970;Schilit, 1987). Adopting these concepts for use in a strategy setting, involvement can be defined relative to the role of management in formulating, understanding, and communicating the firm's strategic plan.…”

The Effect of Self-Esteem on Leadership and Achievement: A Paradigm and a Review

“…Although there are many conditions under which participation is not likely to lead to increased productivity or satisfaction (see Ritchie, 1974), it is possible that the positive effects of appropriate participation are moderated by the self-esteem of both superior and subordinate. A continuing series of studies (Ritchie & Miles, 1970) has indicated that a superior's confidence in his subordinates is a more significant predictor of subordinate satisfaction than is quantity of participation. Moreover, a superior's attitude about his subordinates is an important part of both superior and subordinate self-esteem.…”

Culture, participative decision making and job satisfaction

“…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). Additionally, if employees are involved in designing solutions to work-related problems, they know more about the implementation of such solutions following the decision making process (Ritchie & Miles, 1970). Consequently, by discouraging employees from communicating their work-related issues, and from suggesting potential solutions to such issues, the organisation stands to potentially lose out on innovative suggestions relating to work processes, programmes, and technologies that could enhance organisational efficiency and productivity (Rodgers & Hunter, 1993).…”