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ABSTRACT This study examined the moderating effect of strategy development processes upon the relationships between participation in decision making (PDM), role stressors and job satisfaction. The results indicate that strategy development processes moderate the relationships between PDM and role ambiguity. Linear effects characterised the relationships between PDM, and job satisfaction and role conflict. A linear effect of strategic planning upon role ambiguity was also found. The results are discussed in terms of the theoretical implications for models of the relationships between PDM and job satisfaction, and the practical implications of instituting PDM in organisations.
Introduction
Increasingly, organisations are using participative decision making (PDM)(Brewster et al., 1994) which has been linked to job satisfaction (Cotton et al., 1988; Macy et al., 1989). Not all studies demonstrate effects of PDM on job satisfaction (Cotton, 1993) raising the possibility that the relationship between PDM and job satisfaction is dependent upon a number of other factors (Glew et al., 1995). It is important to have a clear specification of the variables that alter the PDM-job satisfaction relationship to help avoid the problems commonly associated with low job satisfaction (absenteeism: Farrell & Stamm, 1988; Brooke & Price, 1989; reduced commitment: Barling et al., 1990; intention to turnover: Kemery et al., 1985; and physical symptoms: Kemery et al., 1987).
To clarify the relationship between PDM and job satisfaction, we examined the moderating effects of organisational strategy development. An organisation's strategy is its long-term direction and objectives (Johnson & Scholes, 1993) affecting the whole of the organisation (Hickson et al., 1986). Strategic decisions are those that concern the fundamental nature of the organisation, including decisions on the activities the organisation should engage in, the acquisition and divestment of resources and the nature and pace of change (Asch & Bowman, 1989). Individuals who participate in strategic decision making processes are able to influence their working environment in the broadest possible manner. Therefore, the context in which strategies are developed is likely to moderate the PDM-job satisfaction relationship.
The Relationship between PDM and Job Satisfaction
We see PDM reflecting a voice in decisions (Glew et al., 1995) We view PDM to be a continuum that reflects the input individuals have into work decisions (Hollander & Offerman, 1990). Individuals with no PDM are...