Book•
High-Involvement Management
01 Jan 1986-
TL;DR: In this article, the promise of participative management is discussed and why participative approaches meet today's needs and what works and does not work in a high-involvement organization.
Abstract: Part One: The Promise of Participative Management 1. Changing Approaches to Management 2. Why Participative Approaches Meet Today's Needs 3. Participation and Organizational Effectiveness Part Two: Participative Programs: What Works and Does Not Work 4. Quality Circles 5. Employee Survey Feedback 6. Job Enrichment 7. Work Teams 8. Union-Management Quality-of-Work-Life Programs 9. Gainsharing 10. New-Design Plants Part Three: High-Involvement Management: Creating an Effective Approach to Participation 11. How High-Involvement Management Works 12. Managing the Change to a High-Involvement Organization.
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TL;DR: In this paper, a multidimensional measure of psychological empowerment in the workplace has been developed and validated using second-order confirmatory factor analysis with two complementary samples to demonstrate the convergent and discriminant validity of four dimensions of empowerment.
Abstract: This research begins to develop and validate a multidimensional measure of psychological empowerment in the workplace Second-order confirmatory factor analyses were conducted with two complementary samples to demonstrate the convergent and discriminant validity of four dimensions of empowerment and their contributions to an overall construct of psychological empowerment Structural equations modeling was used to examine a nomological network of psychological empowerment in the workplace Tested hypotheses concerned key antecedents and consequences of the construct Initial support for the construct validity of psychological empowerment was found Directions for future research are discussed
5,629 citations
Cites background from "High-Involvement Management"
...Though rewards for group or organization performance may be beneficial, often individuals do not have a clear understanding of how their own actions can influence performance at higher levels (Lawler, 1986)....
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...To be empowering, a reward system must recognize individual contribution (Lawler, 1986)....
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TL;DR: In this paper, a natural resource-based view of the firm is proposed, which is composed of three interconnected strategies: pollution prevention, product stewardship, and sustainable development, and each of these strategies are advanced for each of them regarding key resource requirements and their contributions to sustained competitive advantage.
Abstract: Historically, management theory has ignored the constraints imposed by the biophysical (natural) environment. Building upon resource-based theory, this article attempts to fill this void by proposing a natural-resource-based view of the firm—a theory of competitive advantage based upon the firm's relationship to the natural environment. It is composed of three interconnected strategies: pollution prevention, product stewardship, and sustainable development. Propositions are advanced for each of these strategies regarding key resource requirements and their contributions to sustained competitive advantage.
5,339 citations
Cites background from "High-Involvement Management"
...Such a strategy is people intensive, and it depends upon tacit skill development through employee involvement (Cole, 1991; Lawler, 1986) and work in "green" teams (Makower, 1993; Willig, 1994)....
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Book•
01 Jan 1990
TL;DR: Whyte as discussed by the authors discusses the role of the social scientist in participatory action research in agricultural research and development in the context of agricultural data collection and data sharing in the field of agricultural research.
Abstract: Introduction - William Foote Whyte PAR IN INDUSTRY Participatory Action Research - William Foote Whyte, Davydd J Greenwood and Peter Lazes Through Practice to Science in Social Research Participatory Action Research - Larry A Pace and Dominick R Argona A View from Xerox Participatory Action Research - Anthony J Constanza A View from ACTWU Participatory Action Research - Jose Luis Gonzalez Santos A View from FAGOR Participatory Action Research and Action Science Compared - Chris Argyris and Donald Schon A Commentary Comparing PAR and Action Science - William Foote Whyte Research, Action and Participation - Richard E Walton and Michael Gaffney The Merchant Shipping Case Co-Generative Learning - Max Elden and Morton Levin Bringing Participation into Action Research Action Research as Method - Jan Irgen Karlsen Reflections from a Program for Developing Methods and Competence Participant Observer Research - Robert E Cole An Activist Role PAR IN AGRICULTURE Participatory Strategies in Agricultural Research and Development - William Foote Whyte A Joint Venture in Technology Transfer to Increase Adoption Rates - Ramiro Ortiz Participatory Action Research in Togo - Richard Maclure and Michael Bassey An Inquiry into Maize Storage Systems The Role of the Social Scientist in Participatory Action research - Sergio Ruano Social Scientists in International Agriculture Resarch - Douglas E Horton Ensuring Relevance and Conributing to the Knowledge Base Conclusions - William Foote Whyte
3,617 citations
TL;DR: In this paper, the authors used an empirical taxonomy identifying two types of human resource systems, "control" and "commitment", to test the strategic human resource proposition that specific combinations of policies and practices are useful in predicting differences in performance and turnover across steel minimills.
Abstract: Using an empirical taxonomy identifying two types of human resource systems, “control” and “commitment,” this study tested the strategic human resource proposition that specific combinations of policies and practices are useful in predicting differences in performance and turnover across steel “minimills.” The mills with commitment systems had higher productivity, lower scrap rates, and lower employee turnover than those with control systems. In addition, human resource system moderated the relationship between turnover and manufacturing performance.
3,249 citations
TL;DR: In this article, an organizational development intervention, focused on the concept of supporting subordinates' self-determination, was provided for the managers, which showed a clearly positive impact on managers' orientations, though a less conclusive radiation to subordinates.
Abstract: Research testing self-determination theory was discussed in terms of recent work on intrinsic motivation, participative management, and leadership. On three occasions, managers' interpersonal orientations—toward supporting subordinates' self-determination versus controlling their behavior— were related to perceptions, affects, and satisfactions of the subordinates. Data from 23 managers and their subordinates in a major corporation showed that managers' orientations did correlate with the subordinate variables, although the magnitude of the relation varied, seemingly as a function of factors in the corporate climate. An organizational development intervention, focused on the concept of supporting subordinates' self-determination, was provided for the managers. Evaluation of the program showed a clearly positive impact on managers' orientations, though a less conclusive radiation to subordinates. To be self-determining means to experience a sense of choice in initiating and regulating one's own actions. Recent research linking self-determination to, enhanced creativity (Amabile, 1983), conceptual learning (Benware & Deci, 1984), self-esteem (Deci, Schwartz, Sheinman, & Ryan, 1981), and general well-being (Langer & Rodin, 1976) has stimulated psychologists to clarify the antecedent conditions that promote self-determination and to detail the relevance of self-determination to various applied settings. Concepts related to self-determination have been vigorously researched and discussed in the organizational literature for over a quarter century. Argyris (1957) and McGregor (1960), for example, stressed that organizational contexts providing workers the opportunity to satisfy their higher order needs (Maslow, 1943) promote effective performance. Furthermore, management styles (e.g., Likert, 1967; Marrow, Bowers, & Sea
1,857 citations