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Abstract

The theories of participation and power equalization are discussed in terms of their philosophy, objectives, and techniques. A clarification of the differences between the theories is presented based upon the amount and distribution of influence within an organizational system. The participation and power-equalization hypotheses are tested using attitude data collected from three levels of management in 12 plants of a large manufacturing organization and a multivariate ANOVA design. The major finding is the identification of a consistent interaction pattern involving participation and power equalization which enhances prediction of satisfaction and effectiveness over that offered by the variables singularly. This finding suggests the integration of the theories of participation and power equalization.

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Participative and Power-Equalized Organizational Systems

Abstract

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References