Fact: The Form of Participation Does Matter—A Rebuttal to Leana, Locke, and Schweiger

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

doi:10.5465/amr.1990.4308291

Cited by 13 publications

(7 citation statements)

References 24 publications

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“…The PDM research conducted in laboratory settings has not succeeded in encompassing this complexity (Schweiger & Leana, 1986, p. 159), whereas field studies have been struggling with disentangling participation and other causal and contextual variables. The latter point was demonstrated by the reactions to the work of Cotton and his colleagues, who added form of participation to the specter of potential causal factors (Cotton et al, 1988;Cotton, Vollrath, Lengnick-Hall, & Froggatt, 1990). Based on a narrative classification of participation studies, they argued that forms of participation that were formal, direct, and long term, with high employee influence on an important issue (such as participation in work decisions, consultative participation), were more effective than other forms of participation (such as informal participation and representative participation).…”

Section: Introductionmentioning

confidence: 95%

Participation in the design of performance management systems: a quasi‐experimental field study

Kleingeld¹,

Tuijl²,

Algera³

2004

J Organ Behavior

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SummaryIn the literature on the relationship between participation in decision making and performance, a tell-and-sell strategy is considered a viable alternative to participation. In contrast, we argue that in organizational settings, when a sensitive and important issue is at stake, participation of a form to be characterized as formal, long term, direct, and with a high degree of participant influence is more effective than a tell-and-sell strategy. Using a quasi-experimental design with a participation, a tell-and-sell, and a control condition, a ProMES performance management system was implemented in the field service department of a Dutch supplier of photocopiers. Outcome feedback to individual technicians resulted in an average performance increase in the participation condition that was significantly higher than the increase found in the tell-and-sell condition. Satisfaction with the program, and the perceived usefulness of the feedback, were significantly higher in the participation condition. In both experimental conditions, the performance increase was significant compared to the control condition. An explanation for these findings is discussed, as are implications for theory and practice.

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Section: Introductionmentioning

confidence: 95%

Participation in the design of performance management systems: a quasi‐experimental field study

Kleingeld¹,

Tuijl²,

Algera³

2004

J Organ Behavior

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“…Much has been written about the importance and effects of participatory leadership in today's organizations [see, for example, Bettenhausen, 199 1; Cotton, C'ollrath, Lengnick-Hall, and Froggatt, 1990;Leana, Locke, and Schweiger, 1990). One effect of a participatory or teamwork culture is that individuals who are not in official leadership positions have opportunities to demonstrate their leadership capabilities.…”

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confidence: 99%

The effect of gender role, attitude toward leadership, and self‐confidence on leader emergence: Implications for leadership development

Kolb

1999

Human Resource Dev Quarterly

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Although research has indicated no substantial differences between the behaviors of male and female leaders, differences exist in perceptions of these behaviors. Leadership continues to be described in stereotypically masculine terms, although some evidence exists that an androgynous leadership style also may be related to perceptions of leadership. This study examined whether self‐perceptions of masculine gender role characteristics would predict individuals who were perceived by others as leaders on a team project and if other self‐report measures might be used instead to predict leadership. Results indicate that both attitude toward leadership and leadership experience were stronger predictors of leader emergence than masculine gender role.

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“…They focus much more heavily on employee involvement than on job enrichment, however. Reports by the Office of TechnologyAssessment (1990) and by the National Center on Education and the Economy (1990) are among the best known of the arguments for involve-5Leana et al (1990) and Cotton et al (1990) have argued back and forth about the validity of these conclusions. In addition to differences in the sample of studies examined, the main point of the dispute seems to turn on the fact that conclusions about these results are sensitive to the framework used to classify participation programs.…”

Section: Policy Issuesmentioning

confidence: 99%

Employee Involvement and Organizational Citizenship: Implications for Labor Law Reform and “Lean Production#x201D;

Cappelli¹,

Rogovsky²

1998

ILR Review

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Using data from surveys of employees and their supervisors in eight companies in 1992, the authors examine how each of two forms of employee involvement affected an important dimension of individual performance, organizational citizenship behavior (OCB), defined as individual discretionary behavior that promotes the organization and is not explicitly rewarded. Involvement in work organization increased OCB both indirectly, by changing the job characteristics of individual tasks, and directly, independent of such changes. In contrast, involvement in decisions governing employment practices had only small indirect effects on OCB and no direct effect. These results inform the contemporary debate in labor law concerning the appropriate scope for employee involvement plans as well as the debate about the mechanism through which new production systems affect employee performance.

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Fact: The Form of Participation Does Matter—A Rebuttal to Leana, Locke, and Schweiger

Cited by 13 publications

References 24 publications

Participation in the design of performance management systems: a quasi‐experimental field study

Participation in the design of performance management systems: a quasi‐experimental field study

The effect of gender role, attitude toward leadership, and self‐confidence on leader emergence: Implications for leadership development

Employee Involvement and Organizational Citizenship: Implications for Labor Law Reform and “Lean Production#x201D;

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