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Employee Participation: Diverse Forms and Different Outcomes

John L. Cotton, David A. Vollrath, Kirk L. Froggatt, Mark L. Lengnick-Hall and Kenneth R. Jennings
The Academy of Management Review
Vol. 13, No. 1 (Jan., 1988), pp. 8-22
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/258351
Page Count: 15
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Employee Participation: Diverse Forms and Different Outcomes
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Abstract

Participation in decision making (PDM) takes several distinct forms. A review of empirical studies demonstrates that effects of participation on satisfaction and performance vary according to form. The findings cast doubt on the conclusions of earlier reviews based on a unidimensional view of PDM and raise several issues for the study and practice of PDM.

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