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A Test of Participation Theory in a Work Re-design Field Setting: Degree of Participation and Comparison Site Contrasts

Texas Center for Productivity and Quality of Work Life and Management Area, College of Business Administration, Texas Tech University, P.O. Box 4320, Lubbock, Texas 79409.

Mark F. Peterson

Texas Tech University

Larry W. Norton

J. C. Penney Company, Inc.

Although the organizational theory and change literature are replete with intuitively reasonable descriptions concerning the potential effects of participation programs, few efforts have been made to empirically test participation theory. This article examines such theory via a longitudinal study in a naturalistic field setting. The primary intent is to examine the multidimensional organizational efforts that a participative change program lasting approximately 6 years with four separate measurement periods has on direct and indirect participants in contrast to the spontaneous changes in a comparison site. In addition to the delineation of the present study's methodology, results, and interpretation, a brief historical account of participation theory and a review of the empirical participation literature is provided. Contrasts with the comparison site indicate that the change program had beneficial effects for direct participants in the change program, some of which spilled over to other indirectly involved employees at the change site.

Human Relations, Vol. 42, No. 12, 1095-1165 (1989)
DOI: 10.1177/001872678904201203


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