How Participation Works
HOW PARTICIPATION WORKS
The Participative Process
A simple model of the participative process is shown in Figure 8-3. It indicates that in many situations participative programs result in mental and emotional involvement that produces generally favorable outcomes for both the employees and the organization. Participating employees are generally more satisfied with their work and their supervisor, and their self efficacy rises as the result of their new found empowerment.
Figure 8-3
Participative programs
Situation
Involvement
• Mental
• Emotional
Outcomes
• Organization:
Higher output
Better quality
Creativity
Innovation
• Employees
Acceptance
Self-efficiency
Less stress
Satisfaction
The Impact on Managerial Power
Leader-Member Exchange Participation is a sharing process between managers and employees. It is built upon the leader –member exchange model of leadership. This model suggests that leaders and their followers develop a somewhat unique reciprocal property, with the leader selectively delegating, informing, consulting, mentoring, pairing or rewarding each employee. In exchange, each subordinate contributes various degrees of task performance, loyalty, and respect to the manager. The quality of the relationships varies, depending on the balance of exchange made, with some employees attaining favored status (the in-group) and the other perceiving some unfairness in their treatment (the out-group). Managerial perceptions are important, too. If a manager believes that an employee has high ability and that a high quality exchange relationship exists; the manager is more likely to allow a greater degree of influence in decisions.
Two Views of Power Strange as it may seem, participation actually may increase the power of both managers and their employees. It is evident that employees gain more power with the participation, but what about managers? The autocratic view of management is that power is a fixed quantity, so someone must
The Participative Process
A simple model of the participative process is shown in Figure 8-3. It indicates that in many situations participative programs result in mental and emotional involvement that produces generally favorable outcomes for both the employees and the organization. Participating employees are generally more satisfied with their work and their supervisor, and their self efficacy rises as the result of their new found empowerment.
Figure 8-3
Participative programs
Situation
Involvement
• Mental
• Emotional
Outcomes
• Organization:
Higher output
Better quality
Creativity
Innovation
• Employees
Acceptance
Self-efficiency
Less stress
Satisfaction
The Impact on Managerial Power
Leader-Member Exchange Participation is a sharing process between managers and employees. It is built upon the leader –member exchange model of leadership. This model suggests that leaders and their followers develop a somewhat unique reciprocal property, with the leader selectively delegating, informing, consulting, mentoring, pairing or rewarding each employee. In exchange, each subordinate contributes various degrees of task performance, loyalty, and respect to the manager. The quality of the relationships varies, depending on the balance of exchange made, with some employees attaining favored status (the in-group) and the other perceiving some unfairness in their treatment (the out-group). Managerial perceptions are important, too. If a manager believes that an employee has high ability and that a high quality exchange relationship exists; the manager is more likely to allow a greater degree of influence in decisions.
Two Views of Power Strange as it may seem, participation actually may increase the power of both managers and their employees. It is evident that employees gain more power with the participation, but what about managers? The autocratic view of management is that power is a fixed quantity, so someone must