Lessons at the Bottom

Worker Nonparticipation in Labor Management Committees as Situational Adjustment

Bibliographic Data

ID2362722
AuthorsThomas A Leitko (Alfred University, corresponding author), Arthur L Greil (0000-0002-3101-0055, Alfred University), A Peterson (0000-0002-0589-9487, Alfred University), Steven A Peterson (Alfred University)
Year1985
Volume12
Issue3
Pages285-305
Publication date1985-08-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueWork and Occupations (JOURNAL)
Journal identifiersISSN: 0730-8884 • E-ISSN: 1552-8464
PublisherSAGE Publications Inc (PUBLISHER)
DOI10.1177/0730888485012003003
OpenAlexW2120840758
LanguageEN
Citations received1
References cited22

Nonparticipation is the modal response of workers to worker participation schemes. Four case studies are analyzed to demonstrate how situational and role constraints in organizations make this the most practical adjustment. Organizational settings are viewed as socializing contexts that teach workers what is expected, what is valued, and what actually pays off. Lessons leading to nonparticipation include (1) 'You're on the outside'; (2) 'Don't look to work for satisfaction'; (3) 'You don't know what's going on here'; (4) 'You do what you're paid for'; and (5) 'Participation costs.' The implications of this theoretical view for other forms of worker participation are outlined. Situational adjustment theory is argued to be a stronger explanation of organizational behavior than theories relying on 'imported' values and needs

Political science · Public relations · Situational ethics · Sociology · Engineering · Job Satisfaction and Organizational Behavior · Management and Organizational Studies · Psychology · Public Policy and Administration Research · Social Psychology

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