Mounting alienation and dissatisfaction at the workplace have prompted a search for
new forms of work organization. Two recent initiatives—improvement of the work
itself and employee participation—are linked m a model and examined empirically.
The effects of work and expanded employee participation m decision making on
employee outcomes are examined in 20 organizations. Data are obtained from field
observations, company documents, and questionnaires given to 1000 employees from
senior management, supervisory, and rank-and-file levels. The nature of work and
employee participation have significant, independent effects on employee outcomes.
The role of expanded employee participation m decision making when technological
or economic constraints limit opportunities for participation is discussed.
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