Business
Introduction
Participative management involves encompassing ordinary employees in the everyday decision making. Notably, employees become more responsible of their workload and improve on their productivity and quality of their work. Job satisfaction on the other hand entails leadership dictating the success of the organization. The employers need top-notch leadership skills to motivate the employees therefore improving the quality of their work.
Commitment
Kenari, Alavijeh, Hamidi, & Sajjadi (2012) conducted a study to show that commitment is vital for participative management and job satisfaction. Ismail, Zainuddin, & Ibrahim (2010) performed a stepwise regression analysis to measure commitment and its relationship to job satisfaction. It confirmed that the relationship built by the organization through commitment and good leadership programs improved job satisfaction.
Decision making
Pardo-del-Val, et al. (2012) goes deeper to clarify that despite participative leadership, decisions made in an organization can never be equal. This is best known as decision-making hierarchy. It is actually to be viewed as an advantage since it helps in classifying the types of decisions at hand. The employees are able to decide the type of action to take and assistance to seek depending on the type. The employees are able to decide the type of action to take and assistance to seek depending on the type. The three types are operational, tactical, and strategic.
Empowerment
Pelit, Öztürk, & Arslantürk (2011) take this into consideration and conduct a study to determine the inter-relationship. They explore two types of empowerment that include behavioral and psychological. The study revealed that poor unfair salaries demoralized employees the most. Notably, empowerment make employees feel important and as a part of the organization. Angermeie, Dunford, Boss, Smith, & Boss (2009) focus on employee empowerment and its effect on job commitment and satisfaction. The results of the study revealed that the physical and psychological conditions of the employees influenced their commitment and satisfaction. Most subordinate employees suggested that participative leadership made them feel equal. Equivocally, equality is an important factor in the work place. This shows that employees desire active roles in the work place and that is the reason behind participative leadership being successful. In addition, conducive physical conditions created the best working environment.
Health Industry
Notably, the health care industry has suffered immensely regarding problems in organization. Angermeier (2009) conduct a study involving 2,522 employees and findings show that even the health industry benefits more on participative leadership compared to authoritative. This is the edge missing for the success of the industry.
Higher Education
Benoliel, & Somech (2010) create a study to explore teacher’s personality on performance and satisfaction. Positive or negative results depend upon the personality of the teacher. They also propose that this topic has not gained enough attention in the research arena. The paper concludes that participative decision making and academic ranking are the most important in higher education. Rad (2006) is a study on the effects of cultural values to the success of the TQM implementation in Isfahan University Hospitals. The result was more successful management, patient focus and better leadership and management.
Managerial Participation
Fisher (1986) recognizes the pressure that most managers go through while trying to adopt the trendy participative leadership. Managers might be willing but the level of commitment required in this method is hugely. This paper aims to help managers understand management skills that will assist them with tools to determine the level of maturity and the appropriate timing to introduce new activities. Ogbeide & Harrington (2011) conduct a study to determine the level of participation needed to achieve a high success rate in profits and job satisfaction. The study concluded that good relationships between all levels of management and commitment are the key features for success. This promoted participative leadership creating a better work place for both the employer and the employee.
Multiculturalism
Yousef (2000) investigates on the moderating features of multiculturalism in job satisfaction and performance. The conclusion was multiculturalism moderates leadership behavior and job satisfaction. The study also analyzes the effect of culture on leadership behavior, commitment and job satisfaction.
Public Sector
Kim (2002) portrays that public government agencies have started exploring participative management and strategic planning to improve work quality and job satisfaction. It shows how government agencies have backed on job satisfaction to increase accountability and performance in the work place.
Conclusion
In conclusion, it is noted that participative management when properly supervised will ultimately result to job satisfaction. These studies have shown the advantages, disadvantages, and risks involved. These results were mostly achieved through regression analysis, which is very reliable. In my opinion managers should take this program with all the patience they can master to achieve the best results. It is therefore every manager’s responsibility to explore if this is a viable option and exercise the change with patience and understanding.
References
Angermeie, I., Dunford, B. B., Boss, A. D., Smith, R. H., & Boss, W. B. (2009) The Impact of Participative Management Perceptions on Customer Service, Medical Errors, Burnout, and Turn over Intentions: Journal Of Health Care Management, 54 (2) 127-141.
Angermeier, I (2009) The Impact of Participative Management Perceptions on Customer Service: Journal of healthcare management 54, 2.
Benoliel, P., & Somech, A. (2010) Who benefits from participative management? Journal of Educational Administration, 48 (3) 285 – 308.
Ismail, A., Zainuddin, N. F. A., & Ibrahim, Z. (2010) Linking Participative And Consultative Leadership Styles To Organizational Commitment As An Antecedent Of Job Satisfaction: Unitary E-Journal, 6 (1) 11-26.
Kenari, B. A., Alavijeh, M. K., Hamidi, M., & Sajjadi, S. N. (2012) The Relationship between Participative Management and Job Attitudes of Employees of National Olympics and Paralympics Academy of Iran: International Journal of Academic Research in Business and Social Sciences, 2 (2) 123-129.
Kim, S. (2002) Paticipative management and job satisfaction: lessons for management leadership. Public Administration Review, 62 (2) 231-241.
Ogbeide, G. C. A., & Harrington, R. J. (2011) The Relationship Among Participative Management Style, Strategy Implementation Success, And Financial Performance In The Foodservice Industry: International Journal Of Contemporary Hospitality Management, 23 (6) 719-738.
Pardo-del-Val, M., Martínez-Fuentes, C., & Roig-Dobón, S. (2012) Participative management and its influence on organizational change: Management Decision, 50 (10) 1-26.
Pelit, E., Öztürk, Y., & Arslantürk, Y. (2011) The effects of employee empowerment on employee job satisfaction: A study on hotels in Turkey: International Journal of Contemporary Hospitality Management, 23 (6) 784 – 802.
Rad, A. M. M. (2006) The impact of organizational culture on the successful implementation of total quality management: The TQM Magazine, 18 (6) 606- 625.
Yousef, D. A (2000) Organizational commitment: a mediator of the relationships of leadership behavior with job satisfaction and performance in a non-western country: Journal of Managerial Psychology, 15 (1) 6 – 24.
