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Participative Decision Making: an Experimental Study in a Hospital

  • J. E. Bragg
  • I. R. Andrews

Abstract

Participative decision making was introduced into a hospital sub-system where several situational factors favoured the success of such a programme. Over the 18-month period of the study, attitudes improved, absence rates declined, and productivity increased. Absence and productivity rates in the comparison groups did not change during the study period. Performance differences between the experimental and comparison groups were significant practically as well as statistically.

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References

  1. Bucklow M., ‘A New Role for the Work Group’, Administrative Science Quarterly, 11 (1966) 59–78.CrossRefGoogle Scholar
  2. Campbell J. P., Dunnette M. D., Lawler E. E. and Weick K. E., Managerial Behavior, Performance, and Effectiveness, (New York: McGraw-Hill, 1970).Google Scholar
  3. Lowin A., ‘Participative Decision Making: a Model, Literature Critique, and Prescriptions for Research’, Organizational Behavior and Human Performance, 3 (1968) 68–106.CrossRefGoogle Scholar

Copyright information

© Palgrave Macmillan, a division of Macmillan Publishers Limited 1981

Authors and Affiliations

  • J. E. Bragg
    • 1
  • I. R. Andrews
    • 2
  1. 1.Lion’s Gate HospitalVancouverCanada
  2. 2.Department of Economics and CommerceSimon Fraser UniversityCanada

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