Department of Psychology and Behavioural Sciences

Non-Participatory Intervention in a Traditional Participatory Organization

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  • Department of Psychology
The aim of the present study is to investigate employee attitudes to non-participatory (topdown) changes in an organizational environment that has hitherto been participatory.Until now, research has traditionally investigated the effects of increased organizational influence on employee attitudes and behaviour. This study takes the opposite approach by looking at a decrease in influence. The study was undertaken in a production company with 480 employees. The work was organized in production lines and semi-autonomous working groups. Data was compiled via interviews with selected employees from three kinds of production areas: Areas that had implemented 1) all of the  planned changes; 2) some of the changes; or 3) only a few of the changes. The results show that the employees’ reactions to the non-participatory change process addressed the decrease of influence and the consequences thereof; i.e. impaired competence utilization and performance. The results indicate direct and indirect associations between influence and reactions that pertain to feelings of responsibility, self-efficacy, and self-control.
Original languageEnglish
Pages (from-to)88-98
Number of pages11
Publication statusPublished - 2009

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