Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Causal inferences between participation in decision making, task attributes, work effort, rewards, job satisfaction and commitment

Causal inferences between participation in decision making, task attributes, work effort,... Purpose – Regulatory frameworks in Australia encourage employee participation in decision making (PDM) on the basis that participation benefits work effort, job satisfaction and commitment. Although the literature supports this premise, there is little evidence that patterns of causal inference in the relationship are clearly understood. This study aims to examine for structural and causal inference between PDM and the work environment over time. Design/methodology/approach – Structural equation modeling was used to examine longitudinal, matched sample data for causal inferences. Findings – The paper finds that participation in decision making appears to promote job satisfaction and commitment, whereas task variety and work effort foster participation. Research limitations/implications – The use of quantitative, self report data, small samples and cross industry data as well as possible overlap between commitment foci may limit the transferability of the findings. It is also important to note causality is merely inferred. Practical implications – Although participation in decision making positively influences work effort, autonomy and commitment, practitioners need to be mindful of keeping a balance between employee and employer needs. Job satisfaction and commitment are at risk in the long term if participation is viewed merely as a survival strategy for coping with work effort and task variety. Originality/value – The paper examines inferred causality within a participative decision‐making framework and addresses the previously neglected need for multi‐site and longitudinal studies. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Causal inferences between participation in decision making, task attributes, work effort, rewards, job satisfaction and commitment

Loading next page...
 
/lp/emerald-publishing/causal-inferences-between-participation-in-decision-making-task-RNb6yow8Et
Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730610677990
Publisher site
See Article on Publisher Site

Abstract

Purpose – Regulatory frameworks in Australia encourage employee participation in decision making (PDM) on the basis that participation benefits work effort, job satisfaction and commitment. Although the literature supports this premise, there is little evidence that patterns of causal inference in the relationship are clearly understood. This study aims to examine for structural and causal inference between PDM and the work environment over time. Design/methodology/approach – Structural equation modeling was used to examine longitudinal, matched sample data for causal inferences. Findings – The paper finds that participation in decision making appears to promote job satisfaction and commitment, whereas task variety and work effort foster participation. Research limitations/implications – The use of quantitative, self report data, small samples and cross industry data as well as possible overlap between commitment foci may limit the transferability of the findings. It is also important to note causality is merely inferred. Practical implications – Although participation in decision making positively influences work effort, autonomy and commitment, practitioners need to be mindful of keeping a balance between employee and employer needs. Job satisfaction and commitment are at risk in the long term if participation is viewed merely as a survival strategy for coping with work effort and task variety. Originality/value – The paper examines inferred causality within a participative decision‐making framework and addresses the previously neglected need for multi‐site and longitudinal studies.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Jul 1, 2006

Keywords: Decision making; Job satisfaction; Employee participation; Job enrichment; Job design

References