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Participative decision-making (PDM) is the extent to which employers allow or encourage employees to share or participate in organizational decision-making (Probst, 2005). According to Cotton et al. (1988), the format of PDM could be formal or informal. In addition, the degree of participation could range from zero to 100% in different Participative Management (PM) stages.〔Cotton, J.L., Vollrath D.A., Froggatt K.L., Lengnick-Hall M.L., & Jennings, K.R. (1988). Employee Participation: Diverse Forms and Different Outcomes. Academy of Management Review, 13, 8–22.〕〔Black, J.S., & Gregersen, H.B. (1997). Participative Decision-Making: An Integration of Multiple Dimensions. ''Human Relations, 50'', 859–878. 〕〔Brenda, 2001〕 PDM is one of many ways in which an organization can make decisions. The leader must think of the best possible style that will allow the organization to achieve the best results. According to psychologist Abraham Maslow, workers need to feel a sense of belonging to an organization (see Maslow's Hierarchy of Needs). ==Introduction== "Participative management (PM) is known by many names including shared leadership, employee empowerment, employee involvement, participative decision-making, dispersed leadership, open-book management, or industrial democracy" (Steinheider, B., Bayerl, P.S. & Wuestewald, T.,2006). "The basic concept involves any power-sharing arrangement in which workplace influence is shared among individuals who are otherwise hierarchical unequals. Such power-sharing arrangements may entail various employee involvement schemes resulting in co-determination of working conditions, problem solving, and decision-making" (Locke & Schweiger, 1979). The primary aim of PDM is for the organization to benefit from the "perceived motivational effects of increased employee involvement" (Latham, as cited in Brenda, 2001, p. 28). 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Participative decision-making」の詳細全文を読む スポンサード リンク
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