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Media type:
E-Article
Title:
Employee involvement and the middle manager: saboteur or scapegoat?
Contributor:
Fenton‐O'Creevy, Mark
Published:
Wiley, 2001
Published in:
Human Resource Management Journal, 11 (2001) 1, Seite 24-40
Language:
English
DOI:
10.1111/j.1748-8583.2001.tb00030.x
ISSN:
0954-5395;
1748-8583
Origination:
Footnote:
Description:
This article reports on the results of a study of managers' attitudes to employee involvement. Contrary to a number of existing studies, this research found middle managers' attitudes to be no more negative than those of senior managers. As hypothesised, managers' intentions to support employee involvement were found to be inversely related to recent managerial job loss and positively related to managers' experience of employee involvement. Contrary to expectations, the study revealed a positive relationship between recent delayering and intentions to support the involvement of employees. The study also reveals a complex curvilinear relationship between managers' perceptions of their own empowerment and their attitudes to employee involvement. The article draws out a number of implications for practice.