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The Effects of Participation on Job Motivation, Job Satisfaction and Work Practices: A Case Study in a Heavy Engineering Workshop *
Author(s) -
Pearson C.A.L.
Publication year - 1992
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841119202900305
Subject(s) - job satisfaction , supervisor , work (physics) , perception , psychology , set (abstract data type) , job design , teamwork , applied psychology , public relations , job performance , social psychology , management , political science , engineering , computer science , mechanical engineering , neuroscience , economics , programming language
The effect of participation on employee responses was investigated in a participative team and a number of non‐participative work groups in a heavy engineering workshop. In the participative team the members met weekly with their supervisor to address work‐related problems. The non‐participative groups continued to perform their tasks with the traditional work practices, which did not include problem‐solving sessions. It was demonstrated that after installation of participation, the participating team experienced a higher perception of involvement in decision‐making, were more satisfied in their work, but suffered a greater loss of job motivation than the non‐participative groups. A most important outcome was that the participative team installed a better set of work practices, which led to a number of new initiatives about the work site. These findings are described