McConnell C R
Myers Community Hospital, Sodus, NY, USA.
Health Care Superv. 1998 Mar;16(3):69-85. doi: 10.1097/00126450-199803000-00011.
Employee involvement is subject to a great deal of verbal tribute; there is hardly a manager at work today who will not praise the value of employee input. However, many employee involvement efforts leave employees feeling more manipulated than motivated. This occurs because supervisors and managers, while expecting employees to change the way they work, are themselves either unwilling to change or remain unconscious of the need to change. The result is that, although employee input is regularly solicited in a number of forms, it is often discounted, ignored, or altered to fit the manager's preconceptions. Often the employee is left feeling manipulated. Since the opportunity for involvement can be a strong motivator, it becomes the manager's task to learn how to provide involvement opportunity in manipulative fashion. This can be accomplished by providing involvement opportunity accompanied by clear outcome expectations and allowing employees the freedom to pursue those outcomes in their own way.
员工参与受到大量口头称赞；如今在职的经理几乎没有谁不会赞扬员工投入的价值。然而，许多员工参与举措让员工感觉更多的是被操纵而非受到激励。出现这种情况是因为主管和经理虽然期望员工改变工作方式，但他们自己要么不愿意改变，要么没有意识到需要改变。结果是，尽管经常以多种形式征求员工的意见，但这些意见往往被低估、忽视或修改以符合经理的先入之见。员工常常感觉受到了操纵。由于参与机会可以成为强大的激励因素，因此经理的任务是学习如何以巧妙的方式提供参与机会。这可以通过提供参与机会并明确成果期望，同时允许员工以自己的方式追求这些成果来实现。
