Publication Date

August 1999

Abstract

This paper uses a stakeholder framework to examine the differential outcomes of participatory strategies for a stratified random sample of 1,191 middle managers, supervisors, and workers in a large service organization. Self-managed teams are associated with significantly higher levels of autonomy, satisfaction, employment security, and support of management strategy among workers; significantly lower levels among supervisors; and modest negative effects among middle managers. By contrast, involvement in total quality teams has no significant outcomes for any employees.

Comments

Suggested Citation
Batt, R. (1999). Re-examining employee participation through the lens of stakeholder management (CAHRS Working Paper #99-10). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
http://digitalcommons.ilr.cornell.edu/cahrswp/109

Share

COinS