Cargando…
A power-sharing perspective on employees’ participatory influence over organizational interventions: conceptual explorations
A participatory approach is widely recommended for organizational interventions aiming to improve employee well-being. Employees’ participatory influence over organizational interventions implies that managers share power over decisions concerning the design and/or implementation of those interventi...
Autor principal: | |
---|---|
Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Frontiers Media S.A.
2023
|
Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10372622/ https://www.ncbi.nlm.nih.gov/pubmed/37519376 http://dx.doi.org/10.3389/fpsyg.2023.1185735 |
_version_ | 1785078408414232576 |
---|---|
author | Lundmark, Robert |
author_facet | Lundmark, Robert |
author_sort | Lundmark, Robert |
collection | PubMed |
description | A participatory approach is widely recommended for organizational interventions aiming to improve employee well-being. Employees’ participatory influence over organizational interventions implies that managers share power over decisions concerning the design and/or implementation of those interventions. However, a power-sharing perspective is generally missing in organizational intervention literature. The aim of this paper is therefore broaden the picture of the mechanisms that influence, more or less, participatory processes by conceptually exploring this missing part to the puzzle. These conceptual explorations departs from both an empowerment and a contingency perspective and results in six propositions on what to consider in terms of power-sharing strategies, reach, amount, scope, culture and capacity. Implications for research, as well as for organizations and practitioners interested in occupational health improvements, are then discussed. Especially, the importance of aligning power-sharing forms with the needs of the participating employees, and taking factors that can facilitate or hinder the power-sharing process into consideration, are stressed. The importance of training managers in power-sharing practices and supporting a participatory process is also highlighted. |
format | Online Article Text |
id | pubmed-10372622 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2023 |
publisher | Frontiers Media S.A. |
record_format | MEDLINE/PubMed |
spelling | pubmed-103726222023-07-28 A power-sharing perspective on employees’ participatory influence over organizational interventions: conceptual explorations Lundmark, Robert Front Psychol Psychology A participatory approach is widely recommended for organizational interventions aiming to improve employee well-being. Employees’ participatory influence over organizational interventions implies that managers share power over decisions concerning the design and/or implementation of those interventions. However, a power-sharing perspective is generally missing in organizational intervention literature. The aim of this paper is therefore broaden the picture of the mechanisms that influence, more or less, participatory processes by conceptually exploring this missing part to the puzzle. These conceptual explorations departs from both an empowerment and a contingency perspective and results in six propositions on what to consider in terms of power-sharing strategies, reach, amount, scope, culture and capacity. Implications for research, as well as for organizations and practitioners interested in occupational health improvements, are then discussed. Especially, the importance of aligning power-sharing forms with the needs of the participating employees, and taking factors that can facilitate or hinder the power-sharing process into consideration, are stressed. The importance of training managers in power-sharing practices and supporting a participatory process is also highlighted. Frontiers Media S.A. 2023-07-13 /pmc/articles/PMC10372622/ /pubmed/37519376 http://dx.doi.org/10.3389/fpsyg.2023.1185735 Text en Copyright © 2023 Lundmark. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. |
spellingShingle | Psychology Lundmark, Robert A power-sharing perspective on employees’ participatory influence over organizational interventions: conceptual explorations |
title | A power-sharing perspective on employees’ participatory influence over organizational interventions: conceptual explorations |
title_full | A power-sharing perspective on employees’ participatory influence over organizational interventions: conceptual explorations |
title_fullStr | A power-sharing perspective on employees’ participatory influence over organizational interventions: conceptual explorations |
title_full_unstemmed | A power-sharing perspective on employees’ participatory influence over organizational interventions: conceptual explorations |
title_short | A power-sharing perspective on employees’ participatory influence over organizational interventions: conceptual explorations |
title_sort | power-sharing perspective on employees’ participatory influence over organizational interventions: conceptual explorations |
topic | Psychology |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10372622/ https://www.ncbi.nlm.nih.gov/pubmed/37519376 http://dx.doi.org/10.3389/fpsyg.2023.1185735 |
work_keys_str_mv | AT lundmarkrobert apowersharingperspectiveonemployeesparticipatoryinfluenceoverorganizationalinterventionsconceptualexplorations AT lundmarkrobert powersharingperspectiveonemployeesparticipatoryinfluenceoverorganizationalinterventionsconceptualexplorations |