Perceived environmental uncertainty and participation in decision-making in the prediction of perceptions of fairness of personnel decisions.

Witt, L. Alan; Myers, Jennifer G.

doi:10.1037/e463102004-001

Cited by 2 publications

(3 citation statements)

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“…Instead, participation in day-to-day decisions ''may better meet an intrinsic biological need to influence the environment'' (Daniels and Bailey, 1999). Witt and Myers (1992) also conclude that by including employees in decision-making processes and describing how decisions are made, managers can promote employee perceptions of fairness in the organization and thus facilitate favorable organizational outcomes. They also note that although the importance of PDM has been empirically identified, some managers still avoid PDM practices (Witt and Myers, 1992).…”

Section: H3mentioning

confidence: 93%

Participation in decision making: a case study of job satisfaction and commitment (part one)

Appelbaum

Louis

Makarenko

et al. 2013

Industrial and Commercial Training

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/ authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -When employees believe in and trust their management it motivates and encourages employees' participation in decision making which improves employees' efforts, benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager-employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three part empirical case aims to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.Design/methodology/approach -This empirical case will test five hypothesis regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision making processes and job satisfaction.Findings -The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit. Research limitations/implications -The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees, and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.Practical implications -This article offers useful insights for management in relation to strengthening interpersonal trust within an organization and introducing employee empowerment practices.Social implications -Owing to lack of trust in management, there will be high employee turnover. This in its turn will have a negative effect on both the performance of management and employees' welfare, job satisfaction an...

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Section: H3mentioning

confidence: 93%

Participation in decision making: a case study of job satisfaction and commitment (part one)

Appelbaum

Louis

Makarenko

et al. 2013

Industrial and Commercial Training

View full text Add to dashboard Cite

show abstract

“…Psychological research and theory and the more limited relevant research on police organizations were used to develop an integrated model of hypothesized influences on women's reactions to sexual harassment that could be tested with women police. Specifically, self-construal theory (Markus & Kitayama, 1991), theory of participatory decision making (Witt & Myers, 1992), and research on sexual harassment policies (Zlotnick, 1994) suggested predictors of (1) concerns about other people's reactions (psychological reactance theory) and (2) the perception of acts as severe harassment. The literature also suggested that both concerns about other people's reactions (Maypole & Skaine, 1982) and perception of acts as severe harassment (Baker, Terpstra, & Larntz, 1990;Brooks & Perot, 1991;DeSouza, Solberg, & Cerqueira, 2007) would predict passive reactions to harassment.…”

Section: The Literature On Responses To Harassmentmentioning

confidence: 99%

“…People with an interdependent self-construal would be more concerned about social reactions of other people in response to a victim's reactions to harassment. Witt and Myers (1992) noted that participatory decision making, which gives lower-ranked individuals a voice in performing their jobs, provided employees opportunity for input or control over the work process and contributed to perceived organizational fairness in making personnel decisions. Contexts with high levels of participatory decision making could intensify individuals' feelings of loss when harassment occurs, leading to evaluating and reacting more critically (Greenberger & Strasser, 1991).…”

Section: Self-construalsmentioning

confidence: 99%

Reasons for Policewomen's Assertive and Passive Reactions to Sexual Harassment

Chaiyavej

Morash

2008

Police Quarterly

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To understand how constructive responses could be encouraged and supported, research was conducted to show the reasons for female police officers' responses to sexual harassment. A survey was administered in small groups to 117 female officers from 5 law enforcement agencies in a Midwestern state. For the 106 who had experienced harassment in the last 2 years, perceiving sexual harassing behavior as a violation of organizational policy predicted seeing harassing acts as severe, which in turn predicted assertive reactions. A de-emphasis on individuality and not participating in organizational decision making were predictive of high concern about social reactions, which then predicted the use of passive responses to harassment.

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Perceived environmental uncertainty and participation in decision-making in the prediction of perceptions of fairness of personnel decisions.

Cited by 2 publications

References 0 publications

Participation in decision making: a case study of job satisfaction and commitment (part one)

Participation in decision making: a case study of job satisfaction and commitment (part one)

Reasons for Policewomen's Assertive and Passive Reactions to Sexual Harassment

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