Access

You are not currently logged in.

Access your personal account or get JSTOR access through your library or other institution:

login

Log in to your personal account or through your institution.

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
Published by: Wiley on behalf of the American Society for Public Administration
DOI: 10.2307/976497
Stable URL: http://www.jstor.org/stable/976497
Page Count: 8
  • Download ($25.00)
  • Subscribe ($19.50)
  • Cite this Item
Labor-Management Relations and Participative Decision Making: Toward a New Paradigm
Preview not available

Abstract

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.

Page Thumbnails

  • Thumbnail: Page 
44
    44
  • Thumbnail: Page 
45
    45
  • Thumbnail: Page 
46
    46
  • Thumbnail: Page 
47
    47
  • Thumbnail: Page 
48
    48
  • Thumbnail: Page 
49
    49
  • Thumbnail: Page 
50
    50
  • Thumbnail: Page 
51
    51