COMMUNICATION AND PARTICIPATIVE DECISION MAKING: AN EXPLORATORY STUDY

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Abstract
Traditional models of participative decision making neglect the role subordinates play in establishing a participative environment. In this study, participative decision making is viewed as a social phenomenon defined through interaction between superiors and subordinates. Data obtained from 264 employees of a large social service organization were used to test hypotheses predicting positive associations between participation and superior‐subordinate communication behavior. The results provide support for the contention that, for subordinates, participation in decision making is associated strongly with the quantity and quality of communication they experience with their superior. Considering the impact of superior‐subordinate communication in the establishment of participative decision making may aid in understanding what preconditions are necessary before such arrangements can become successful.