Search Swinburne Research Bank
Home List of Titles Supporting employee participation: attitudes and perceptions in trainees, employees and teams
Please use this identifier to cite or link to this item: http://hdl.handle.net/1959.3/3014
- Supporting employee participation: attitudes and perceptions in trainees, employees and teams
- Langan-Fox, Janice; Code, Sharon L.; Gray, Rachel; Langfield-Smith, Kim
- Research in employee participation has tended to focus on participation outcomes rather than the process of successful implementation, and to evaluate program success in terms of (a) employee attitudes (e.g. satisfaction) post-participation and (b) productivity or effectiveness. We argue that such approaches ignore the process component of successful implementation such as the long-term maintenance of interest in and support for participation among employees. A second problem is that although some research confronts this issue, the factors that moderate attitudes and perceptions of participation have not been examined in detail, nor acknowledged in current models of participation. Two projects are reported. The first examined the effect of seniority and training experience on personal support for participation, perceptions of program reputation and outcomes, and perceived organizational support for participation. Shop floor workers reported less personal support for employee participation and perceived less organizational support for participation than did special function workers and managers. Trainees held more positive perceptions of program outcomes, and they also reported more personal support for employee participation than did trained or untrained employees (regardless of seniority), although they perceived less organizational support for participation. The second study explored goal commitment in employee participation teams on the shop floor. Both prior team experience and task type predicted (perceived) status and influence within the team, which in turn predicted goal commitment. Teamwork training predicted perceived value of external relations, which in turn predicted goal commitment. Results are discussed in terms of implications for successful program implementation.
- Publication type
- Journal article
- Group processes & intergroup relations, Vol. 5, no. 1 (2002), pp. 53-82
- Publication year
- Employee motivation; Employee participation; Individual differences in participation; Modelling employee participation; Training employee participation; Team participation
- Sage Publications
- Copyright © 2002 Sage Publications.
- Peer reviewed