Employee influence on decisions: An analysis
Article first published online: 17 SEP 2007
Copyright © 1981 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 2, Issue 2, pages 115–123, April 1981
How to Cite
Lawler, E. E., Renwick, P. A. and Bullock, R. J. (1981), Employee influence on decisions: An analysis. J. Organiz. Behav., 2: 115–123. doi: 10.1002/job.4030020206
- Issue published online: 17 SEP 2007
- Article first published online: 17 SEP 2007
- Manuscript Revised: 24 NOV 1980
- Manuscript Received: 10 MAR 1980
Attitude data from a national sample of 2300 working adults are reported. The data show that employees feel they should have more influence on a number of decisions. This feeling is stronger for decisions affecting how their job is done, than for matters of corporate policy and personnel decisions. However, it is in the policy and personnel areas that they perceive the greatest discrepancy between the amount of influence they presently have and the amount of influence they feel they should have. Older, better educated, and higher-paid respondents felt they should have more influence on all decisions. The implications of these findings for the Quality of Work Life movement were considered. The data suggest a favourable future climate for certain types of employee influence/Quality of Work Life projects.