Lovrich Jr., Nicholas P.
September 1986
Public Administration Quarterly;Fall86, Vol. 10 Issue 3, p257
Academic Journal
This article examines participative management interventions among employees in enriched and nonenriched jobs. Considerable support is found in the literature on organizational behavior as to the motivational value of enriched as opposed to nonenriched jobs. In some sense, it might be possible to build participation into the task itself by providing employees with job responsibilities which are inherently challenging, which entail feedback to employees on how well they are doing in their work and which allow sufficient autonomy in decision-making to give notice to employees that they are trusted by their employer to make decisions in the name of the organization. In the majority of circumstances where some organizational development intervention is attempted, the conditions surrounding the intervention effort are relatively restrictive. Typically, the organizational change agent is allowed but a narrow window of access through which to introduce change designed to unlease the potential of human workplace commitment. Seldom can the agent of change touch compensation levels or forms, working hours and schedules or the character of position descriptions. Most commonly, only management practices are available for alteration to the would-be architect of positive organizational change. Given these circumstances, the usual course of action rests upon the assumption that some change in the right direction is better than no change, hence the introduction of participative forms of management is to be sought whenever the opportunity exists.


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