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• W121116025 abstract "has a long history in the fields of organization behavior and management. Despite this long history, controversy abounds about the nature, impacts, and desirability of various participatory approaches and practices. This article attempts to advance thinking about participation in four ways. First, several criticisms of participation will be identified and discussed briefly. Placing this section first is the authors' effort to avoid looking at participation strictly through rose colored glasses that filter out potential and actual negative aspects. The next section examines the nature of participation in two ways: (1) by examining two definitions that identify key differences that derive from polar views of the construct and (2) by discussing the dynamics of participation and the psychological and organizational processes driving it. The key question here is: to the extent that participation works, why does it work and how may it contribute to employee and organizational improvement. The third section identifies several observations about participation that emerge from the preceding pages and elaborates on them. A fourth major segment of the article proposes a proactive stance for bringing about participatory practices in organizations. The final section pulls together and draws conclusions from the major points made in the previous pages. ARGUMENTS AGAINST PARTICIPATION Over the past fifty years or so numerous arguments for and against participation have been made. Often these arguments have become quite impassioned and, consequently, have generated heat than light. This section summarizes basic themes that cut through the arguments of critics of participation. These themes involve the following assertions: (1) Participation is ineffective; (2) Real participation in traditional organizations is a myth that helps maintain existing power structures; (3) Bringing about participation is extremely difficult to achieve and involves many potential pitfalls for individual employees; and (4) Participation is wrong. Each of these themes is elaborated briefly below. PARTICIPATION IS INEFFECTIVE Locke and his associates are among the strongest critics of participation (e.g., Locke and Schweiger, 1979; Locke, Schweiger, and Latham, 1986). These writers view participation in limited, instrumental terms. Participation is defined as a managerial technique that involves joint decision-making and productivity and satisfaction are identified as the primary outcome variables for determining the effects of participation. The authors indicate that empirical research fails to support the contention that participation leads to higher productivity. Their analysis of fifty participation studies shows that participative and authoritative decision-making have no consistent relationship to productivity. Each method is more effective in nine cases with the largest number of cases (17) failing in the No difference category. Similar results were found for participation in goal setting (Locke et al., 1986). This line of inquiry leads to the conclusion that, since participation improves productivity and job satisfaction only under certain circumstances, its use should be restricted to organizational situations that approximate these conditions. This argument proposes that power structures and maintenance of power are key features of organizations. The decision-makers and managers seek to retain the organizationally defined power (authority) allocated them through the formal structure. Weick (1979), for example, notes that the military metaphor with an emphasis on the legitimacy of top-down authority pervades perspectives of organizations in the U.S. Schein (1985) extends this observation by asserting that one of the greatest fears American managers have of groups is that responsibility and accountability will become diffused. This view implies that managers really fear a loss of power and legitimate influence. …" @default.
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• W121116025 date "2012-05-15" @default.
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• W121116025 title "Varieties of Participation" @default.
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