Published by:
Harvard Business Publishing
Length: 10 pages
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Abstract
A study of first-line supervisors'' responses to employee involvement programs shows that although 72% of the supervisors saw the programs as good for the company and 60% saw them as good for employees, only 31% saw them as good for themselves. Managers should pay attention to these findings because the programs need the support of supervisors if they are to succeed. Each of five types of supervisors has its own reasons for opposing employee participation: proponents of Theory X think workers will take advantage of the programs; status seekers do not want to relinquish their authority; skeptics question the ability of the organization to change; equality seekers think they too--not just the workers--should be included in the programs; and deal makers prefer one- on-one interactions with employees through which they can strike deals.
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Abstract
A study of first-line supervisors'' responses to employee involvement programs shows that although 72% of the supervisors saw the programs as good for the company and 60% saw them as good for employees, only 31% saw them as good for themselves. Managers should pay attention to these findings because the programs need the support of supervisors if they are to succeed. Each of five types of supervisors has its own reasons for opposing employee participation: proponents of Theory X think workers will take advantage of the programs; status seekers do not want to relinquish their authority; skeptics question the ability of the organization to change; equality seekers think they too--not just the workers--should be included in the programs; and deal makers prefer one- on-one interactions with employees through which they can strike deals.