Participative Management in Modern Organizations: A critical review
Abstract
Participation as a social system is a complex and dynamic product of human action. Despite certain limitations, it has great poten-tial in addressing many debilitating issues confronting organizations. Regardless of whether it is intentionally and rationally created or whether it emerges as consequence of many and sometimes fortuitous factors, participation serves a variety of values and goals and takes on different structural and operational properties in various configurations resulting in a variety of desirable outcomes. However, much depends on the prevalent culture in an organization. The study in question attempts to dig out theoretical underpinnings of participative management and its relevance for contemporary organizations by critically reviewing the existing literature.References
Argyris, C. (1964). Integrating the Individual and the Organization. New York: Wiley.
Blumberg, P. (1969). Industrial Democracy: The Sociology of Participation. New York: Schocken Books.
Bolman, L. G., & Deal, T. E. (1984). Modern Approaches to Understanding and Managing Organizations. San Francisco: Jossey-Bass.
Boxall, P., & Purcell, J. (2008). Strategy and Human Resource Management. Basingstoke and New York: Palgrave Macmillan.
Collins, D. (1997). The ethical superiority and inevitability of participatory: Management as an organization system: Organization Science, 8(5), 489-507.
Cotton, J. (1988). Employee participation: Diverse forms and different outcomes. The Academy of Management Review, 13(1), 45-60.
Dachler H. P., & Wilpert, B. (1978) Conceptual dimensions and boundaries of participation in organizations: A critical evaluation. Administrative Science Quarterly 23, 1-39.
Fleishman, E. A. (1965). Attitudes versus skill factors in work group productivity. Personnel Psychology, 18(23), 96-112.
French, J. R. P., & Israel, J. (1960). An experiment in a Norwegian factory: Interpersonal dimensions in decision-making. Human Relation, 13, 55-76.
Likert, R. (1967). The Human Organization: Its Management and Value. New York: McGraw-Hill.
Lawler, E. E., & Hackman, J. R. (1969). Impact of employee participation in the development of pay incentive plans. Journal of Applied Psychology, 53(45), 34-50.
Lawler E. E III., Mohrman S. A., & Ledford, G. E. (1992). Employee Involvement and Total Quality Management: Practices and Results in Fortune 1000 Companies. San Francisco, CA: Jossey-Bass.
Marchington, M., & Wilkinson, A. (2005). Direct participation and involvement. In S. Bach (Ed.). Managing Human Resources (pp. 398-423). Oxford: Blackwell.
Mc-Gregor, D. M. (1960). The Human Side of Enterprise. New York: McGraw-Hill.
Ring, P. S., & Andrew, H. Van-de-Ven. (1994). Development processes of cooperative inter-organizational relationships. Academy of Management Review, 19(1), 90-118.
Ritchie, J. B., & Miles, R. E. (1970). An analysis of quantity and quality of participation as mediating variables in the participative decision making process. Personnel Psychology, 1(23), 22-38.
Rushefsky, M. E. (1991). Reducing risk conflict by regulatory negotiation: A preliminary evaluation. In S. S, Nagel, & M. Mills (Ed.), Systematic Analysis in Dispute Resolution, (pp. 109-126). New York.
Schein, E. H. (1990). Innovative cultures and adaptive organizations. Sri Lanka Journal of Development Administration, 7(2), 9-39.
Strauss, G. (1990). Worker participation in management: An international perspective. In L. L. Cummings, & B. M. Staw (Ed.), Leadership, Participation, and Group Behavior, (pp. 312-356). Greenwich, CT: JAI Press.
Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Row, Publishers, Incorporated, by W. W. Norton & Company, Inc., 500 Fifth Avenue, New York, NY 10110.
White, M., H. S., McGovern, P. M. C., & Smeaton, D. (2003). High performance management practices, working hours and work–life balance. British Journal of Industrial Relations, 41(2), 34-54.
Published
Issue
Section
License
Submission of an original manuscript to the Journal will be taken to mean that it represents original work not previously published, that it is not being considered elsewhere for publication. And if accepted for publication, it will be published in print and online and it will not be published elsewhere.
The journal main policy reflects in its stance that the publication of scholarly research is exclusively meant to disseminate knowledge and not-for-purposes.
Copyright Statment
Sarhad Journal of Management Sciences is published by Sarhad University of Science and Information Technology Peshawar. This copyright statement entails that all contents (including text, tables, graphs, images, or any materials that is part and parcel of a research article submitted to the journal) belong to/ property of the person who owned it prior to submission this journal. Publication of the submitted article will not affect the ownership of copyright of the subject materials. SJMS and its users benefit from a general licence over all content submitted under a Creative Commons CC-BY licence over all content. However, content which is not part of the submitted article, is the property of SJMS. In a nutshell, the combination of all content on the SJMS website, the look and feel of the website, is the property of Sarhad University of Science and Information Technology Peshawar.
As an author or contributor, you grant permission to others to reproduce your articles, including any graphics and third-party materials supplied by you, in accordance with the SJMS Terms and Conditions. The licence granted to third parties over all contents of each article, including third-party elements, is a Creative Commons Attribution ("CC BY") licence. The current version is CC-BY, version 4.0 (http://creativecommons.org/licenses/by/4.0/), and the licence will automatically be updated as and when updated by the Creative Commons organisation.
You may include a requirement to reproduce copyright notices but you may not restrict the right to reproduce the entire article, including third-party graphics. This means that you must obtain any necessary third-party consents and permissions to reproduce third-party materials in your articles submitted to SJMS.
Copyright Statement updated September 13, 2022.