Handbook of Principles of Organizational Behavior - Soltanieh ...

454 J OHN A. W AGNER III
CONCLUSION
Individual studies of participation’s motivational effects have sometimes reported
evidence of positive effects, leading researchers and practitioners alike to advocate
the use of participation as a source of workplace motivation and employee
satisfaction (e.g. Cotton, 1993 ; Gyllenhammar, 1977 ; Petersen and Hillkirk, 1991 ).
However, more generalizable evidence suggests that participation’s usefulness as a
motivational tool is often quite limited. Only in small groups or in combination with
simple tasks is participation likely to have appreciable effects, and even then only on
the outcomes of satisfaction or acceptance. Managers facing problems with workforce
motivation are better advised to look for solutions in such practices as goal
setting, job redesign, and incentive payment.
Although the collection of studies performed specifically to assess the cognitive
mechanism is considerably smaller than the stream of research conducted on the
motivational mechanism, a stronger case can be made for using participation to
influence performance through its effects on the distribution of information among
subordinates and their hierarchical superiors. Especially when information is unevenly
distributed and the work being performed incorporates signifi cant interdependence,
complexity, or change, participation should yield substantial increases in participant
knowledge and insight which, in turn, should enhance performance and effectiveness
in the workplace. Structuring participatory sessions specifically to encourage the
exchange of information should have additional positive effects. Managers seeking
ways to improve the distribution of information and knowledge are well advised to
consider participatory processes
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