Employee Participation: Diverse Forms and Different Outcomes

Cotton, John L.; Vollrath, David A.; Froggatt, Kirk L.; Lengnick‐Hall, Mark L.; Jennings, Kenneth R.

doi:10.5465/amr.1988.4306768

Cited by 473 publications

(116 citation statements)

References 15 publications

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“…However, this definition does not suffice, as the finality of the decision lies with the manager; thus, employees do not have any real influence over their work or working conditions. It also excludes delegation, which has been explicitly included by other theorists (Cotton, Vollrath, Froggatt, Lengnick-Hall, & Jennings, 1988;Sagie & Aycan, 2003). One of the most comprehensive definitions of PDM is proposed by Heller et al: Participation is the totality of forms, i.e.…”

Section: Defining Participative Decision Makingmentioning

confidence: 99%

Culture, participative decision making and job satisfaction

Westhuizen

Pacheco

Webber

2012

The International Journal of Human Resource Management

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Section: Defining Participative Decision Makingmentioning

confidence: 99%

Culture, participative decision making and job satisfaction

Westhuizen

Pacheco

Webber

2012

The International Journal of Human Resource Management

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“…Cette culture plus participative inciterait les organisations à être plus transparentes dans leur mode de gestion des salaires de manière à afficher une certaine cohérence. Selon Cotton et al (1988), une plus grande participation agirait sur la dé-mocratisation du milieu de travail, la réduction des conflits industriels et l'engagement des employés envers l'organisation. Ces éléments sont souvent considérés comme des conditions de succès à l'implantation des pratiques de rémunération non traditionnelles.…”

Section: Discussionunclassified

Le rôle des stratégies externes et internes dans le choix des politiques de rémunération

Chênevert¹,

Tremblay²

2003

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La présente étude, réalisée auprès de 252 entreprises québécoises, a permis de mettre en évidence que les politiques de rémunération sont davantage influencées par les stratégies internes de l’organisation que par leurs stratégies externes. Plus spécifiquement, les entreprises qui préconisent les équipes autonomes de travail, la qualité totale et la gestion participative optent davantage pour des politiques de rémunération orientées vers la performance individuelle et collective, tendent à accorder un pourcentage de bonis plus élevé et à favoriser une plus grande transparence dans leurs mécanismes de gestion. Les résultats montrent également que la présence syndicale joue un rôle déterminant dans le choix des politiques de rémunération.The competitive position of companies is increasingly linked to their capacity to attract and retain competent personnel. Human resources management, in particular compensation, is a crucial component of this quest for competencies. Yet companies must choose between several types of compensation policies. They must determine on which basis to select a policy so as to maximize the effectiveness of the compensation system. These choices may be linked to external strategies of the company, e.g. diversification, differentiation, or internal strategies such as autonomous work teams, total quality and participative management. This article therefore attempts to analyze the extent to which external and internal strategies identified by companies dictate their choice of compensation policies. In other words, do companies that adopt particular external and internal strategies also opt for differentiated compensation policies?The data were collected by a questionnaire mailed to vice-presidents and human resources managers of Quebec companies in competitive sectors. We received 252 usable questionnaires, equal to an 11.4% response rate. The variables have been grouped into four main categories: compensation policies, external strategies, internal strategies and control variables. By means of a multiple regression analysis using the forced entry method we have tested the contribution of each category of variables, thus allowing for verification of the hypotheses formulated. The control variables were entered first in a single block, followed by the external strategies and internal strategies. Utility tests were performed to verify whether the order of entry of the variables influenced the results obtained.The principal findings suggest that internal strategies dictate the choice of compensation policy to a much greater extent than do external strategies. In effect, companies seek above all to create internal coherence among their HR policies and organizational development strategies. For example, companies that rely heavily on autonomous work teams, engage in more participative management and promote quality management have compensation systems that are less traditional and characterized by a greater emphasis on performance, transparency of information provided to employees and, to a lesser ex...

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“…There was empirical evidence that the participation of lower managers and workers is important in the implementation of a new vision, but existing knowledge concerning participation still had (and has) numerous limitations. The expected positive effects of participation are often unrealistic (see, for example, the literature reviews by Dachler and Wilpert, 1978;Locke and Schweiger, 1979;Cotton et al, 1988;Woodman, 1989;Glew et al, 1995). In particular, how forms of information (such as accounting and fine-grained information) can contribute to the implementation of a new vision has also largely remained unanswered (Argote and Miron-Spektor 2011, p. 1129-1130.…”

Section: The Analysis Of Unforeseen Effects Of Interventionsmentioning

confidence: 99%

“…Although it is unclear which specific forms of participation are most effective and the expected outcome of participation does often not occur, it is known that participation of lower level managers and workers is necessary to implement a new senior management vision (see, e.g. Lines, 2004;Argote and Miron-Spektor, 2011;Russ, 2008;Armenakis et al, 1993;Dachler and Wilpert, 1978;Locke and Schweiger, 1979;Cotton et al, 1988;Woodman, 1989;Glew et al, 1995).…”

mentioning

confidence: 99%

Bridging the gap between theory and practice in management accounting

Jansen

2018

AAAJ

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Purpose Although management accounting tools and techniques are developed to solve practical problems in organizations, there is a lot of criticism of management accounting research for not having an impact on practice. In interventionist research, the “shaping” of an intervention to solve a practical problem is an important step. The purpose of this paper is to explore how the findings of management accounting research can be reviewed to make them practically applicable in shaping an intervention. Design/methodology/approach The paper is based on the author’s experiences with an interventionist research project. Findings Systematic literature reviews, which are common in engineering and medicine, bring together the academic knowledge that can contribute to solutions for a specific practical problem, including a definition of the ways in which this knowledge can be applied. Inspired by the methodology for conducting such reviews, this paper proposes how interventionist management accounting researchers can use existing theoretical knowledge in shaping interventions that aim to solve a practical problem. After an intervention, the analysis of the intervention’s unforeseen effects can provide a basis for the refinement of the theory identified in the literature review. Research limitations/implications Such a literature review can be organized according to four approaches to taking theoretical knowledge into practice. Unforeseen effects of the intervention can guide the selection of additional theory that helps to interpret these effects and refine normative and academic theory. Originality/value In management accounting it is uncommon to review the literature with the aim of shaping a solution for a practical problem. This paper explores how literature reviews that focus on a specific practical problem can contribute to bridging the gap between theory and practice.

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Employee Participation: Diverse Forms and Different Outcomes

Cited by 473 publications

References 15 publications

Culture, participative decision making and job satisfaction

Culture, participative decision making and job satisfaction

Le rôle des stratégies externes et internes dans le choix des politiques de rémunération

Bridging the gap between theory and practice in management accounting

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