Participative and Power-Equalized Organizational Systems

An Empirical Investigation and Theoretical Integration

Dados Bibliográficos

ID9890924
AutoresJ Timothy Mcmahon (University of Houston, autor correspondente)
Ano1976
Volume29
Fascículo3
Páginas203-214
Data de publicação1976-03-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoHuman Relations (JOURNAL)
Identificadores do periódicoISSN: 0018-7267 • E-ISSN: 1741-282X
EditoraSAGE Publications (PUBLISHER • US)
DOI10.1177/001872677602900301
OpenAlexW2103378529
IdiomaEN
Citações recebidas2
Referências citadas7

The theories of participation and power equalization are discussed in terms of their philosophy, objectives, and techniques. A clarification of the differences between the theories is presented based upon the amount and distribution of influence within an organizational system. The participation and power-equalization hypotheses are tested using attitude data collected from three levels of management in 12 plants of a large manufacturing organization and a multivariate ANOVA design. The major finding is the identification of a consistent interaction pattern involving participation and power equalization which enhances prediction of satisfaction and effectiveness over that offered by the variables singularly. This finding suggests the integration of the theories of participation and power equalization

Economics · Equalization (audio · Identification (biology · Multivariate statistics · Organizational commitment · Organizational identification · Power (physics · Statistics · Variance (accounting · Accounting and Organizational Management · Computer Science · Global trade, sustainability, and social impact · Mathematics · Psychology · Quality and Supply Management · Social Psychology