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Labor-Management Relations and Participative Decision Making: Toward a New Paradigm
Richard C. Kearney and Steven W. Hays
Public Administration Review
Vol. 54, No. 1 (Jan. - Feb., 1994), pp. 44-51
Stable URL: http://www.jstor.org/stable/976497
Page Count: 8
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What has the recent trend in participative decision making (PDM) to offer labor-management relations? Can it really help government agencies cope with intense political, economic, and social pressures on their service delivery and regulatory functions? Richard C. Kearney and Steven W. Hays examine the theory, assumptions, and promises of the PDM approach, factors necessary for successful PDM, and impediments to implementation. Evidence indicates that PDM provides personal benefits to employees, as well as human resource management-related and task-related benefits to organizations, although the effects of PDM on the quality and quantity of outputs are not certain. The authors conclude with cautious optimism that PDM can contribute positively to employee, organizational, and public interests.
Public Administration Review © 1994 American Society for Public Administration