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Participative management is no longer only a "humane" alternative to restrictive "tayloristic" working conditions but has become a central subject of new management theories. However, in spite of the "participation euphoria" some empirical findings have already indicated problems for employees resulting from these organizational changes. Above all they will increasingly suffer from new strains, excessive demands and stress as well as from spillovers between their professional and private life. Furthermore, there have been few empirical studies so far on the consequences of participative management on employees. In our study we have evaluated primary statistical data - on management consultants - to find out if there is a connection between participation, job satisfaction and stress in new organizational forms. The results show that direct participative work forms entail often highly intensified work. [PUB ABSTRACT] Reprinted by permission of Rainer Hampp Verlag