Participation as an Interaction, Communication and Influence Process

Abstract

Employee participation is conceived as a four‐stage process (interaction, communication to and from management, influence by and on management, employee effect on decisions). Eighty‐two lower supervisory managers perceived the four stages as highly related except for influence by management. Further, the four processes of participation were found in approximately equal amounts (except for managerial influence). An examination by decision type showed that employee and managerial influence were inversely related on corporate and departmental decisions, but were unrelated on departmental employee and operational decisions. Employees engaged most in participation on departmental employee decisions and least on departmental staffing decisions. This difference in participation was greater for organisations of small size.

Citation

Dickson, J.W. (1983), "Participation as an Interaction, Communication and Influence Process", Personnel Review, Vol. 12 No. 1, pp. 17-22. https://doi.org/10.1108/eb055470