Probst Tahira M
Department of Psychology, Washington State University Vancouver, Vancouver, WA 98686, USA.
J Occup Health Psychol. 2005 Oct;10(4):320-9. doi: 10.1037/1076-8998.10.4.320.
This study examined the effectiveness of increased organizational participative decision making in attenuating the negative consequences of job insecurity. Data were collected from 807 employees in 6 different companies. Analyses suggest that job insecurity is related to lower coworker, work, and supervisor satisfaction and higher turnover intentions and work withdrawal behaviors. However, employees with greater participative decision-making opportunities reported fewer negative consequences of job insecurity compared with employees with fewer participative decision-making opportunities. Results are interpreted using the demand-control model and suggest that organizations that allow greater employee participative decision making may experience fewer negative side effects from today's rising levels of employee job insecurity.
本研究考察了增加组织参与式决策在减轻工作不安全感负面影响方面的有效性。数据收集自6家不同公司的807名员工。分析表明，工作不安全感与较低的同事满意度、工作满意度和上级满意度以及较高的离职意愿和工作退缩行为相关。然而，与参与式决策机会较少的员工相比，参与式决策机会较多的员工报告的工作不安全感负面影响较少。研究结果采用需求-控制模型进行解释，表明允许员工更多地参与决策的组织，可能会在如今员工工作不安全感不断上升的情况下，经历较少的负面副作用。
