Top Managers' Beliefs and Rationales for Participation

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Abstract
Top managers' beliefs about work were found to vary with rationales for the use of and the outcomes from participation. Endorsers of humanistic beliefs saw participation principally as a means of communication. Endorsers of the organization belief (value of group working) saw decision acceptance as a primary use. Individuals who considered their employees subject to some alienation and exploitation (Marxist-related belief), emphasized participation as a moral right of employees and as a means of increasing employee morale. Endorsers of the work ethic generally attributed less value to participation. As an overall group, the top managers saw decision acceptance, decision quality, and communication between themselves and their employees as prime rationales for participation.

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