Cognitive and affective approaches to employee participation: Integration of the two approaches
Numerous studies have examined cognitive and affective approaches to decision-making participation, but no study has attempted to integrate the two approaches. This is the first empirical study to apply the two approaches to financial participation. To integrate the two approaches, this study investigated the applicability of the two approaches to decision-making and financial participation as well as the relationship between two essential variables in each approach: information sharing and organizational commitment. The proposed hypotheses were tested by structural equation models using the Workplace Employment Relations Survey, which was conducted in Great Britain. The findings revealed that self-managing teams and group incentives were positively related to information sharing, which in turn were positively associated with organizational commitment and perceived company performance. Cross-cultural implications are discussed.
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Volume (Year): 47 (2012)
Issue (Month): 3 ()
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- William N. Cooke, 1994. "Employee Participation Programs, Group-Based Incentives, and Company Performance: A Union-Nonunion Comparison," ILR Review, Cornell University, ILR School, vol. 47(4), pages 594-609, July.
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- Omar Azfar & Stephan Danninger, 2001. "Profit-Sharing, Employment Stability, and Wage Growth," ILR Review, Cornell University, ILR School, vol. 54(3), pages 619-630, April.
- Scully, Judith A. & Kirkpatrick, Shelley A. & Locke, Edwin A., 1995. "Locus of Knowledge as a Determinant of the Effects of Participation on Performance, Affect, and Perceptions," Organizational Behavior and Human Decision Processes, Elsevier, vol. 61(3), pages 276-288, March.
- Douglas L. Kruse, 1993. "Profit Sharing: Does It Make a Difference?," Books from Upjohn Press, W.E. Upjohn Institute for Employment Research, number ps.
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