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Journal articles on the topic 'Participative management'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 April 2022

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1

Callahan, Carol B., and L. Louise Wall. "Participative Management." JONA: The Journal of Nursing Administration 17, no. 9 (September 1987): 9???15. http://dx.doi.org/10.1097/00005110-198709000-00003.

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2

Porter-O??Grady, Tim. "Participative Management." JONA: The Journal of Nursing Administration 18, no. 3 (March 1988): 9. http://dx.doi.org/10.1097/00005110-198803010-00004.

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3

Vaida, Allen J. "Participative Management." American Journal of Health-System Pharmacy 45, no. 5 (May 1, 1988): 1060. http://dx.doi.org/10.1093/ajhp/45.5.1060.

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4

Cattabiani, E. J., and Randall P. White. "Participative management." Leadership in Action 3, no. 3 (July 6, 2007): 1–6. http://dx.doi.org/10.1002/lia.4070030301.

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5

Semianovskyi, V. M. "Participative Management: A Model for Governance of Territorial Communities." Statistics of Ukraine 80, no. 1 (July 25, 2018): 47–51. http://dx.doi.org/10.31767/su.1(80).2018.01.06.

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Principles of participative management have been commonly used in the contemporary management. This involves decentralization and democratization of management, various forms of employees’ engagement in the organization’s management. The participative management ideas, if practiced, can offer the key to building an effective management system and motivating business entities to a complex organization, and it can be a feasible model for organization of governance within the local self-governance system. Participative management is based on recognition of mutual interests of all the members of an organization, thus integrating these interests and increasing the employees’ concern with labor results. It can exist in various forms, of which the main ones are income-sharing, profit-sharing, equity-sharing and participation in management. Each form of participative management can be implemented separately, but the highest effect can result from their combination (the synergy effect). Participative management has already been widely used by many business organizations in Europe and elsewhere. Participative management, therefore, is one of the advanced management methods involves decentralization and democratization of management, participation of employees in management, effective utilization of human resources for their development and the development of the organization’s system. Participative management can change and reinforce the employee’s motivation system. Yet, the participation does not diminish the rights and responsibilities of managers. Principles of participative management are more and more often used in public governance as a model for governance within the local self-governance system. However, practical use of participative management tools still requires detailed theoretical studies. Because participative management principles and tools have only been at introductory phase now, they require theoretical elaborations and practical experiences especially. High effectiveness of participative management can be achieved only in established and capable territorial communities, when the collective intellect and collective interest of all the members of a territorial community is engaged in governance processes.

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Martell, Charles R. "Editorial: Participative Management." College & Research Libraries 47, no. 1 (January 1, 1986): 5–6. http://dx.doi.org/10.5860/crl_47_01_5.

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7

RAUER, ROBERTA. "Practicing Participative Management." Nursing Management (Springhouse) 21, no. 6 (June 1990): 48I. http://dx.doi.org/10.1097/00006247-199006000-00013.

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8

Hennestad, Bjørn W. "Implementing Participative Management." Journal of Applied Behavioral Science 36, no. 3 (September 2000): 314–35. http://dx.doi.org/10.1177/0021886300363003.

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9

Stanfill, Patricia H. "Participative Management Becomes Shared Management." Nursing Management (Springhouse) 18, no. 6 (June 1987): 69???70. http://dx.doi.org/10.1097/00006247-198706000-00019.

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10

Singh, Dr Kuldeep, Meera Bai Meera Bai, and Dr Satya Pal. "Management Rationale for Participative Management: A case of Haryana Sugar Industry." Indian Journal of Applied Research 4, no. 8 (October 1, 2011): 98–100. http://dx.doi.org/10.15373/2249555x/august2014/26.

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11

Banai, Moshe, and Petros Katsounotos. "Participative Management in Cyprus." International Studies of Management & Organization 23, no. 3 (September 1993): 19–34. http://dx.doi.org/10.1080/00208825.1993.11656611.

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12

Collins, Denis, Ruth Ann Ross, and Timothy L. Ross. "Who Wants Participative Management?" Group & Organization Studies 14, no. 4 (December 1989): 422–45. http://dx.doi.org/10.1177/105960118901400405.

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13

Miao, Shanshan, Wim Heijman, Xueqin Zhu, and Qian Lu. "Social capital influences farmer participation in collective irrigation management in Shaanxi Province, China." China Agricultural Economic Review 7, no. 3 (September 7, 2015): 448–66. http://dx.doi.org/10.1108/caer-05-2014-0044.

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Purpose – The purpose of this paper is to investigate the influence of four components of social capital on farmers’ participative behaviour in collective actions for constructing and operating small-scale groundwater irrigation systems on the Guanzhong Plain, Shaanxi Province, China. Design/methodology/approach – The four components (social networks, social trust, social reciprocity and social participation) were derived by employing exploratory factor analysis. Logistic model was used to estimate the influence of these components on farmers’ participative behaviour. Information was obtained from a field survey covering six counties in 2011 of Shaanxi Province, China. Findings – The findings indicate that considering different components of social capital allows for a better understanding of farmers’ participative behaviour. The authors find that higher levels of social trust and social participation lead to a higher propensity for collective action, while social reciprocity reduces the probability of participation. Other socio-economic factors and farming characteristics such as education levels, cultivated area, cropping patterns and grain subsidies also have a significant impact. Practical implications – The findings suggest creating favourable conditions for communication and information exchanges between households, which enhance their trust of each other, and encourage farmers to participate in collective affairs. Moreover, supportive rules are necessary for the future development of collective action. The results of this study also have implications for national irrigation plans for small-scale irrigation facilities in other developing countries. Originality/value – A consideration of the different components of social capital allows for a more precise understanding of farmers’ participative behaviour.

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14

Arora, Balwinder. "Participative Management or Managed Participation the Case of India." Economic and Industrial Democracy 13, no. 2 (May 1992): 263–72. http://dx.doi.org/10.1177/0143831x92132006.

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15

Fassin, Yves, Jolien Deprez, Annelien Van den Abeele, and Aimé Heene. "Complementarities Between Stakeholder Management and Participative Management: Evidence From the Youth Care Sector." Nonprofit and Voluntary Sector Quarterly 46, no. 3 (July 31, 2016): 586–606. http://dx.doi.org/10.1177/0899764016661247.

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This article analyzes how stakeholder management is applied in the case of special youth guidance homes in Belgium. It describes a specific situation in which a major stakeholder—adolescents in the homes—is part of the process. Our research illustrates the different organizational roles and the complementarities between stakeholder management and participative management. Although stakeholder management is important for strategic decision making, participation is more important on an operational management level. Our cases illustrate that important stakeholders, for example, the customers—the adolescents and their parents—as well as employees in the homes evaluate participation on an operational level as being more important than participation in the board or in strategic management decision making in the organization. By disentangling the distinction between the operational level and the policy level of stakeholder management, our research links participative management and stakeholder management while clarifying the application of stakeholder management in the nonprofit sector.

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Fahimi, Parisa, Mohammad Hossein Mahmoudi Jirdehi, and Abbas Akbari. "Participative Management : New Paradigm in Management Field." Academic Journal of Research in Economics and Management 1, no. 5 (December 2013): 7–15. http://dx.doi.org/10.12816/0006517.

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17

Benoliel, Pascale, and Anit Somech. "Who benefits from participative management?" Journal of Educational Administration 48, no. 3 (May 11, 2010): 285–308. http://dx.doi.org/10.1108/09578231011041026.

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18

Gilberg, Jay. "Managerial Attitudes toward Participative Management Programs: Myths and Reality." Public Personnel Management 17, no. 2 (June 1988): 109–23. http://dx.doi.org/10.1177/009102608801700202.

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Renewed scholarly interest in forms of participative management links theories of employee motivation with job design and organizational change. Of the various obstacles to initiation and implementation of employee involvement plans the managerial barrier, rather than employee, structural, or situational barriers, is the primary concern here. To empirically analyze managerial attitudes toward participative management programs a questionnaire instrument was developed and distributed to managers in four large organizations, netting a sample of over 200 managerial respondents. The findings of the study indicate that: (1) there is a “participation gap” in 13 of 15 practices surveyed where managers would prefer more participation than currently exists and; (2) managers who use participatory techniques overwhelmingly find that they have a favorable impact on employee performance and employee attitudes at work. The implications of the findings are that there is a high degree of interest in participative management and in most cases the actual and perceived benefits outweigh the drawbacks in the view of managerial personnel.

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Sabirov, Askadula, Askadula Sabirov, Marija Troyanskaya, Elena Ryabova, and Svetlana Salimova. "Implementing a conceptual model of participative management into an integrated e-learning system." World Journal on Educational Technology: Current Issues 14, no. 1 (January 31, 2022): 255–67. http://dx.doi.org/10.18844/wjet.v14i1.6723.

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The paper aims at determining the principles of participative management and the nuances of their implementation into integrated e-learning, which complements the traditional forms of education in emergencies, such as the COVID-19 pandemic. The research uses a semi-structured questionnaire adapted from Dashkova for the education sphere and developed with the consideration of participative management principles. The survey involved 289 students and 293 university teachers. The study found that participative management is the best approach to integrating e-learning into the education process.. It ensures effective communication contributing to the uniting of objectives of all participants by expanding their engagement in the management of the education process. Assessment and recognition of participative management in university may be one realistic scenario for more rapid adaptation and effective implementation of diverse learning trajectories. Keywords: e learning, education, governance, integrated education system, participation, student-centered learning transformation.

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20

Rolková, Monika, and Viera Farkašová. "The Features of Participative Management Style." Procedia Economics and Finance 23 (2015): 1383–87. http://dx.doi.org/10.1016/s2212-5671(15)00391-3.

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21

Mudacumura, Gedeon M. "Participative management in global transformational change." International Journal of Public Administration 23, no. 12 (January 2000): 2051–83. http://dx.doi.org/10.1080/01900690008525538.

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22

Sachdev, S. K. "Quality Circles : Key to Participative Management." Paradigm 2, no. 1 (July 1998): 48–55. http://dx.doi.org/10.1177/0971890719980107.

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Today our nation faces serious economic problems because of high cost of production and keen foreign competition. Each of us has an important part to play in finding a solution to these problems-our jobs depend on it. Quality Circles conceived by Dr. Kaoru Ishikawa in 1961 helped Japan in reversing its image from a position when Japanese were getting branded as junk merchants of the world, because of the poor quality of their products. It is in essence a group problem-solving concept to effect improvement and accelerate infusion of participatory work culture in organization style.

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23

Trevizan, Maria Auxiliadora, and Isabel Amelia Costa Mendes. "Perspectives of participative management in nursing." Applied Nursing Research 8, no. 4 (November 1995): 156–59. http://dx.doi.org/10.1016/s0897-1897(95)80357-2.

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24

Davis, Tim R. V. "Integrating internal marketing with participative management." Management Decision 39, no. 2 (March 2001): 121–32. http://dx.doi.org/10.1108/eum0000000005418.

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25

Ali, M. R., A. Khaleque, and M. Hossain. "Participative Management in a Developing Country." Journal of Managerial Psychology 7, no. 1 (January 1992): 11–16. http://dx.doi.org/10.1108/02683949210012995.

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26

Jeanquart-Barone, Sandy. "Participative Management in the Classroom Setting." Journal of Management Education 18, no. 3 (August 1994): 385–87. http://dx.doi.org/10.1177/105256299401800314.

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27

Oosthuizen, Gerrida J., and Adeline S. A. du Toit. "Participative management in academic library services." Library Management 20, no. 4 (June 1999): 213–20. http://dx.doi.org/10.1108/01435129910269017.

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28

Sashkin, Marshall. "Participative management remains an ethical imperative." Organizational Dynamics 14, no. 4 (March 1986): 62–75. http://dx.doi.org/10.1016/0090-2616(86)90044-6.

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29

Munro, Rolland. "Enabling Participative Change." International Studies of Management & Organization 21, no. 4 (December 1991): 52–65. http://dx.doi.org/10.1080/00208825.1991.11656567.

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30

Ogbo, Ann I., Chinelo C. Ugwu, Charles O. Ugbam, and Benjamin I. Chukwu. "Participative management: Concept and application in consumer goods companies." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 223–26. http://dx.doi.org/10.22495/rcgv6i4c1art12.

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This paper attempts to ascertain the impact of participative management on workflows, its influence on sales output and how well the concept is practised by consumer goods companies in Nigeria. Study adopted the survey design; questionnaires were used to collect necessary data from sales personnel across 10 states in South-Ssouth and South East Nigeria. Respondents rated the concept and application of participative management as it affects their work environment and sales output of the company. Statistical results of the study showed that 92.08% of the respondents believe that there are benefits derivable from participative management and that these benefits improve both sales output and workflow. 48% believe that participative management is practised in firms. Hypotheses tested using the chi-square test statistic revealed that: Consumer goods companies benefit from practising participative management, Participative management has effect on sales output of consumer goods companies, and the concept of participative management is not fully practised by consumer goods companies in Nigeria. These findings indicate that participative management principles need to be inculcated fully in the running of sales organisations so as to increase sales volume and ultimately boost the profit of consumer goods companies

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31

Richards, M. Beverly, and Dorothy I. Mitstifer. "Developing ???Participative Leaders???" Nursing Management (Springhouse) 18, no. 11 (November 1987): 113???114. http://dx.doi.org/10.1097/00006247-198711000-00033.

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32

Marriott, Anne, and Irene Harris. "Power versus Participation in Health Service Teams: A Delicate Balance." Health Services Management Research 13, no. 2 (May 2000): 69–77. http://dx.doi.org/10.1177/095148480001300201.

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The purpose of this paper is to critically review the effectiveness of a participative management approach within health service teams. It questions the reality of staff empowerment as an essential product of this approach, and examines the influence of power issues on the degree of empowerment that the organization may allow. The benefits and challenges of staff participation are highlighted, with reference to the manager's role in the participation process. The article concludes by advocating the positive use of power in order to maintain the integrity and effectiveness of a participative management approach.

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33

Fisher, K. Kim. "Management roles in the implementation of participative management systems." Human Resource Management 25, no. 3 (1986): 459–80. http://dx.doi.org/10.1002/hrm.3930250309.

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34

Kim, Soonhee. "Participative Management and Job Satisfaction: Lessons for Management Leadership." Public Administration Review 62, no. 2 (January 2002): 231–41. http://dx.doi.org/10.1111/0033-3352.00173.

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35

Sih Kusumawardhany, Susi. "PENGARUH PARTISIPASI PENYUSUNAN ANGGARAN TERHADAP KEPUASAN KERJA DAN KINERJA KARYAWAN DENGAN JOB RELEVANT INFORMATION SEBAGAI VARIABEL INTERVENING (STUDI EMPIRIS PADA PT. ALBASIA BHUMIPHALA PERSADA TEMANGGUNG)." Jurnal Renaissance 3, no. 2 (August 1, 2018): 392. http://dx.doi.org/10.53878/jr.v3i2.78.

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Recently a company faced by a very rapid changing and competitive environment. In order to win the competition, a company must increase their performance. Business globalization evoke continuously changing in all business aspect so an alteration became a normal condition. On of the management tool that often used by the management to manage their company is budget. Budget can be used by management as tool to plan and control the company activity. The purpose of the research is to examine the relationship between participative budget with job satisfaction and employee’s performanceand also the role of Job Relevant Information (JRI) as the intervening variable between participative budget with job satisfaction and employee’s performance. Variable that is used this research is participant budget, job satisfaction, employee’s performance and job relevant information (JRI). This research using survey method in which the researcher distribute questionnaire which include list of question to chosen respondents. Data analyses that were used in this research are validity and realibility test, Structural Equation Model and path analysis. The result shows that relationship between participative budget and job satisfaction figure out that participation in budgetary has positie in direct effect on employee’s job satisfaction and relationship between participative budget and job performance figure out that participation in budgetary has positive in direct effect on employee’s job performance. In addition, the relationship between participative budgetary and job satisfaction through job relevant information as an intervening variable shows that there is a significantly positive direct effect., while the relationship between participative budgetary a job performance through job relevant information as an intervening variable shows that there is a significantly positive direct effect.Keywords: participative budgetary, job satisfaction, job performance and job relevant information.

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36

Paiva, Fernando Santana de, Cornelis Johannes Van Stralen, and Pedro Henrique Antunes da Costa. "Participação social e saúde no Brasil: revisão sistemática sobre o tema." Ciência & Saúde Coletiva 19, no. 2 (February 2014): 487–98. http://dx.doi.org/10.1590/1413-81232014192.10542012.

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O processo de democratização brasileiro contribuiu para a emergência de conselhos gestores e conferências temáticas no contexto das políticas públicas de saúde. O objetivo do presente artigo foi realizar uma revisão sistemática de literatura com o intuito de conhecer os fatores relacionados ao processo de institucionalização destas arenas democráticas. Foram pesquisadas as seguintes bases: Lilacs, Ibecs, Medline, Scielo, Paho, Psycinfo, Web of Science, Social Science e Ebsco. Para a composição da amostra de 25 artigos foram associados os seguintes descritores: Social Control, Social Participation, Consumer Participation, Community Participation, Public Participation, Citizen Participation, Political Participation, Participative Management, Participative Democracy, Deliberative Democracy com Health Councils e Health Conferences. Os resultados encontrados sintetizam um conjunto de categorias que tem impactado os espaços públicos participativos: representatividade e capacitação política, relações entre os atores sociais, desenho institucional, cultura política, discursos sobre saúde/doença e o debate em torno da democracia. Os achados contribuem para avançarmos na compreensão de tais instituições, favorecendo a construção de alternativas comprometidas com o fortalecimento da democracia em nosso país.

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37

Poutsma, Erik, John Hendrickx, and Fred Huijgen. "Employee Participation in Europe: In Search of the Participative Workplace." Economic and Industrial Democracy 24, no. 1 (February 2003): 45–76. http://dx.doi.org/10.1177/0143831x03024001599.

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38

DeGregorio, Mary Beth, and Cynthia D. Fisher. "Providing Performance Feedback: Reactions to Alternate Methods." Journal of Management 14, no. 4 (December 1988): 605–16. http://dx.doi.org/10.1177/014920638801400410.

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Subordinate reactions to feedback given in four different ways were assessed. Method one was unilateral, top-down feedback. Method two was supervisoryfeedback with subordinate participation in the discussion. Methods three and four involved a self-appraisal instrument completed prior to a participative performance discussion. In method three, the self-appraisal was not explicitly discussed, whereas in methodfour it was the heart of the discussion. All participative methods tended to result in more positive subordinate perceptions than the unilateral method, but no one particular participative technique was consistently superior. The appraisal methods had no differential impact on post-feedback performance.

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39

Trunzo, Thomas E. "Group Conflict - a Challenge to Participative Management." Hospital Topics 63, no. 1 (February 1985): 36–37. http://dx.doi.org/10.1080/00185868.1985.9948397.

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40

Gunn, Bruce. "A participative management approach to case analysis." Performance + Instruction 33, no. 5 (May 1994): 32–43. http://dx.doi.org/10.1002/pfi.4160330510.

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41

Campatelli, Gianni, Alexander Richter, and Alexander Stocker. "Participative Knowledge Management to Empower Manufacturing Workers." International Journal of Knowledge Management 12, no. 4 (October 2016): 37–50. http://dx.doi.org/10.4018/ijkm.2016100103.

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Due to the rapid technologic change, we see the role of manufacturing workers continuously changing: the increasing automation of manufacturing processes has reduced the amount of manual work, whereas the increasing complexity of manufacturing systems requires workers to build-up broader and deeper skills. In this paper, the authors suggest a participative knowledge management approach to empower manufacturing workers. Starting from a comprehensive empirical analysis of the existing work practices in a manufacturing company, the authors have developed and validated a knowledge management system prototype. The prototype is aimed for training, problem solving, and facilitating the discovery, acquisition, and sharing of manufacturing knowledge. The conducted evaluation of the prototype indicates that workers' skills and level of work satisfaction will increase since the knowledge management system allows faster problem solving by finding better solutions for observed defects.

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42

van Ast, Jacko, and Jan Jaap Bouma. "Embedding Economic Drivers in Participative Water Management." Competition and Regulation in Network Industries 9, no. 4 (December 2008): 341–60. http://dx.doi.org/10.1177/178359170800900402.

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43

Jago, Arthur G. "A contrarian view: Culture and participative management." European Management Journal 35, no. 5 (October 2017): 645–50. http://dx.doi.org/10.1016/j.emj.2016.10.001.

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Marriott, Anne. "Using the Core Values and Skills of Occupational Therapy in Management." British Journal of Occupational Therapy 60, no. 4 (April 1997): 169–73. http://dx.doi.org/10.1177/030802269706000408.

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The contribution of occupational therapy to the management of the health service is largely an unexplored domain. This article examines the meaning of effective management practice and the integration of occupational therapy values and skills within the management role. It proposes a link between the occupational therapy philosophy and a participative approach to management. The benefits and challenges that develop from this particular management style are highlighted, with particular reference to the power dimension of the health service. The use of power in organisational life is explored and the nature of participative management is reviewed in the light of this. The article concludes by advocating the positive use of power within the political arena and by encouraging all occupational therapists to participate fully in the management of their services.

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45

Lewis, Howard B., Andrew S. Imada, and Michelle M. Robertson. "Xerox Leadership through Quality: Merging Human Factors and Safety through Employee Participation." Proceedings of the Human Factors Society Annual Meeting 32, no. 13 (October 1988): 756–59. http://dx.doi.org/10.1518/107118188786762315.

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Organizations are addressing problems resulting from increasing international competition and complex technologies by implementing participative management techniques. Recent evidence suggests that participatory ergonomics can be an effective, cost-efficient method for solving a variety of production, human factors, and safety related problems. This paper presents an example of how participative management has been used effectively in introducing human factors, sociotechnical, and safety change in a large international organization. Case studies such as this one demonstrate how participation can reduce costs, training requirements, injuries, and absenteeism.

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Malakouti, Maryam, Sajad Rezaei, and Milad Kalantari Shahijan. "Agile supply chain management (ASCM): a management decision-making approach." Asia Pacific Journal of Marketing and Logistics 29, no. 1 (January 9, 2017): 171–82. http://dx.doi.org/10.1108/apjml-02-2016-0031.

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Purpose The purpose of this paper is to determine agile supply chain management (ASCM) among SMEs in manufacturing-related services sector. The study propose that entrepreneurial orientation (EO), participative management style, supplier relations, resource management, just-in-time (JIT) methodology and technology utilization (TU) are several drivers of ASCM – an effective management decision-making approach. Design/methodology/approach A total of 197 questionnaires were collected among SMEs to empirically test the proposed model. Structural equation modelling was employed using partial least squares approach to assess measurement and structural model for reflective and formative constructs. Findings The results reveal that EO, supplier relations, resource management, JIT methodology and TU positively influence ASCM while participative management style is not a predictor towards an effective ASCM. Moreover, EO was found to be a second-order formative construct comprising of innovativeness, risk taking and proactiveness, and ASCM is a first-order formative construct. Originality/value Prior literature regarding supply chain management (SCM) has focussed mainly on critical success factors of SCM and green SCM. Limited empirical studies have examined the influence of EO, participative management style, supplier relations, resource management, JIT methodology and TU on ASCM among SMEs in manufacturing-related services sector.

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47

Silva, Adnilson de Almeida, and Alex Almeida Coelho. "Between Parks and Reserves: the process of creation and participation in the management in state Conservation Units of Amazonas." Terr Plural 16 (2022): 1–20. http://dx.doi.org/10.5212/terraplural.v.16.2217608.006.

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: This study analyzes issues related to the creation and the process of participation of the local population in the management of three state Conservation Units (UCs) in Amazonas. The data were collected in two sustainable use units, Sustainable Development Reserve (RDS) of Uatumã and Juma, and in the Rio Negro Setor Norte State Park (PAREST) in 2011 and 2012. Field surveys were carried out, supported by open interviews and semi-structured, direct, and participant observation on the process of creating the Units and the participation of local populations in the management of UCs. Our data show that, in some cases, the subjects act in the management through a “participative management”, but not participating, as for example in the construction of the management plans, in which the local populations are involved, through “participation passive”, as a source of information or even for the approval of proposals, but without active participation in the process of creating and managing the Unit.

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48

Litvinov, Aleksandr. "Can participative management practices be applied in an authoritarian culture." Development and Learning in Organizations: An International Journal 34, no. 4 (November 14, 2019): 17–20. http://dx.doi.org/10.1108/dlo-05-2019-0116.

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Purpose of this paper This paper aims to discuss the case of implementing participative management practices to support changes required following the introduction of a new strategy in a Russian bank. It provides a detailed description of the entire process including the methods implemented and the results achieved. The case study provides insights on how to extend participative management into an organization set in a context of strict regulative policies and an authoritarian culture. Design/methodology/approach The paper presents a case study on how participative management practices were implemented in a Russian bank and provides insights from the case. Findings The findings indicate some successful practices of participative management which can be implemented to identify problems/needs and assist with quick and collaborative decision-making for change without breaking strict banking normative procedures. Practical implications The paper provides insights for further implementation of participative management practices into organizations in an authoritarian context. Originality/Value The paper presents empirical evidence of participative management implementation. This is uncommon for Russian organizations, where the authoritarian culture dominates. Other researchers and managers can use this paper as a source to guide changes within other companies and sectors in similar cultures.

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Huang, Cheng-Shung, and Dah-Chuan Gong. "How Participation Management Influences Work Engagement: The Mediating Role of Perceived Fit and Leader-Member Exchange." International Journal of Business and Management 14, no. 12 (November 20, 2019): 191. http://dx.doi.org/10.5539/ijbm.v14n12p191.

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How does participative management influence work motivation? The empirical evidence is mixed. We bridged contradictory findings by proposing previously unexamined mediational mechanisms that link participative management practices to work engagement. The results show that participative management practices have the potential to prompt employees to act in line with the organization's goal and values that, in turn, leads to work engagement. In particular, person-organization (PO) fit, need-supply (NS) fit, and leader-member exchange (LMX) are central to setting the relations among participative management practices, perceived fit, and work engagement. The results suggest that participative management should provide multiple avenues to fulfill human needs, thus strengthening employee engagement at work.

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Wong-On-Wing, Bernard, Lan Guo, and Gladie Lui. "Intrinsic and Extrinsic Motivation and Participation in Budgeting: Antecedents and Consequences." Behavioral Research in Accounting 22, no. 2 (January 1, 2010): 133–53. http://dx.doi.org/10.2308/bria.2010.22.2.133.

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ABSTRACT: Based on Self-Determination Theory (SDT; Ryan and Deci 2000b; Gagne´ and Deci 2005), the present research proposes and tests a motivation-based model of participation in budgeting that distinguishes among intrinsic motivation, autonomous extrinsic motivation, and controlled extrinsic motivation for participative budgeting. The proposed model was tested using a survey conducted among managers of an international bank. The results suggest that while intrinsic motivation and autonomous extrinsic motivation for participation in budgeting are positively related to performance, controlled extrinsic motivation is negatively associated with performance. These findings highlight the importance of distinguishing among various forms of motivation in participative budgeting research and suggest that the mechanism by which the information benefits of participation in budgeting are obtained may be more complex than assumed. The results also provide evidence of the viability of using the proposed model to study commonly assumed reasons for participative budgeting within a general theoretically based framework of motivation.

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