Perspectives on the Implementation of Participative Approaches

Human Resource Management

Volumn 26, Issue 3, 1987, Pages 385-412

  Margulies, Newton ^a   Black, Stewart ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84977435395     PISSN: 00904848     EISSN: 1099050X     Source Type: Journal    
DOI: 10.1002/hrm.3930260306     Document Type: Article

References (64)

1. Determinants of morale in an industrial company
2. Organizational impacts of teacher negotiations
3. Sharing leadership in small, decision‐making groups
4. State of the art of participative management
5. Overcoming resistance to change
6. Value of quality control circles for U.S. work organizations
7. The case for participative management
8. Worker participation in Israeli management
9. Top manager's beliefs and rationales for participation
10. Participative decision making: A comparative study
11. Relation of workers expectation to satisfaction with supervisor
12. Limits to the use of consultive participative management
13. An experiment in participation in a Norwegian factory
14. Participation and the appraisal system
15. Key to success for Westinghouse's quality circles
16. Perceptions of managerial needs and skills in two national samples
17. Participation, managerial decision‐making, and situational variables
18. Participation: Formal rules influence and involvement
19. Effects of goal setting on performance and job satisfaction
20. The relationship between certain group process variables and group problem solving efficiency
21. Impacts of employee participation in the development of pay incentive plans: A field experiment
22. Participation in decision‐making: One more look
23. Job attitudes and organizational performance under employee ownership
24. Group decision in England and the United States
25. Specific leadership behaviors that promote problem solving
26. Participative management: What it really means in practice
27. Participative management: Quantity versus Quality
28. Motivation and participation: An integration
29. The design and use of effective employee participation groups: Implications for human resource managers
30. Beyond Theory Y
31. The experimental change of a major organizational veriable
32. Power and satisfaction in task oriented groups
33. Power equalization through participation
34. Participation and power equalization
35. Workers' councils in Yugoslavia: Effects on perceived participation and satisfaction of workers
36. The third managerial revolution
37. Participative management: A panacea?
38. Need satisfaction and employee turnover
39. Some interactions between personality variables and management styles
40. Leadership style: Confidence in management, and job satisfaction
41. Changing toward participative management approaches: A model and methods
42. Some notes on power equalization
43. How to choose a leadership pattern
44. Industrial social psychology