This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Grison, M. Articles by Worland, D. Search for Related Content Social Bookmarking                         What's this?

Managers in the Middle: Employee Involvement Effects in a Federal Government Agency

Victoria University of Technology

David Worland

School of Management, Victoria University of Technology, PO Box 14428, Melbourne City, MC 8001

Past research has shown that the introduction of participatory schemes significantly impinges on the role that middle and frontline managers have traditionally played. What remains largely unexplored, however, are the consequences of this changed role, and in particular the notion that participation may create a series of conflicts and tensions for these managers, leaving them feeling caught in the middle of competing organisational players and demands. Adopting a case study approach, this paper uses evidence from a public sector organisation, which has adopted employee involvement in implementing performance management initiatives, to examine the effect of such a program on middle and frontline managers.

Journal of Industrial Relations, Vol. 42, No. 4, 573-581 (2000)
DOI: 10.1177/002218560004200406


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?