As such, employees cannot identify with organizational goals and make total and intrinsic commitment to these goals. As a consequence, the company pays them without the devotion they should have and share with management to make the organization competitive. He predicts that private or public organizations that do not adopt the radical change to providing intrinsic motivation to the workforce can no longer survive stiff global competitiveness.
Kaufman, Bruce E. (2001). "The Theory and Practice of Strategic HRM and Participative Management." Human Resource Management Review.
According to Kaufman, strategic human resource management and participative management are not relatively recent developments but trace their origins back to academic writings of the post-World War II period, such as Kurt Lewin, Douglas McGregot, Chris Argyris, H. Igor Ansoff and Michael Porter. But in his study, Kaufman alludes to early antecedents in theory and practice several decades earlier made by industrial relations academic and management practitioners.
Gilberg, Jay. (1988). "Managerial Attitudes Towards Participative Management Programs." Public Personnel Management
Gilberg discusses the findings of his study that the managerial role obstacle is a myth and that most managers actually welcome more chances to practice participation in decision-making. These reveal that managers and supervisors are not threatened by employee participation but, instead, feel that it will, in fact, improve employee morale and minimize resistance to policy and operational decisions made in the workplace.
His study complements those of Halal and Brown in determining and measuring the degree of interest in participative management practices. The findings will also benefit the public sector managers who can borrow participative management techniques from private enterprises and apply these to government settings.
Coates, E. James. (1989). "Employee Participation - a Basic Link in the Productivity Chain." Industrial Management
Coates calls attention to the quality and productivity of Japanese workers...
They are responsible for the products they make as well as to the company that employs them. They enjoy a current reputation and status as excellent workers and this achievement is the result of their hard work and a deliberate plan to excel and survive. In comparison, American workers are more intensely concerned with their rights and what they perceive are to their best interests.
ABSTRACT
The traditional organizational setup has consisted of top management, which makes the rules and hires workers to obey them in turning out the product. Managers and supervisors have been trained and accustomed to seeing these rules followed, while employees have remained mere cogs in the business wheel. But unprecedented changes in the global environment now demand a radical shift from extrinsic to intrinsic motivation in employees whereby major decision-making must be shared with them. This appears to be only option for a global enterprise to remain competitive or to survive.
Bibliography
Coates, E.J. (1989). Employee Participation - a Basic Link in the Productivity Chain. Volume 31 Issue 3. Industrial Management
Denton, D.K. (1991). What's Wrong with These Employees? Volume 34 Issue 5. Business Horizons. http://www.findarticles.com/p/articles/mi_m1038/is_n5_v34/ai_11308374
Gilberg, J. (1988). Managerial Attitudes toward Participative Management Programs: Myth and Reality. Volume 17 issue 2. Public Personnel Management
Kaufman, BE. (2001). The Theory and Practice of Strategic HRM and Participative Management. Volume 11 Issue 4. Human Resource Management Review
Mohrman, SA and Lawler, EE III. (1995). Participative Managerial Behavior and Organizational Change. Volume 1 issue 1. Journal of Organizational Change Management
Pojidaeff, D. (1988) The Core Principles of Participative Management. Volume 18 issue 7. Journal for Quality and Participation.
Ruzak, WK. (1990) Participative Management and Employee Involvement: Slogans and Reality? Volume 16. Canada-United States Law Journal
