An Action Research Paradigm for Increasing Employee Involvement
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Date
1981-06
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Case Western Reserve University
Abstract
This study explores the use of a participative action research method to enhance employee involvement in organizational problem-solving. Traditional organizational research methods often reinforce hierarchical structures, limiting the role of employees. By contrast, action research empowers employees through collaboration, sharing of knowledge, and joint problem-solving, fostering trust and equitable relationships. The article illustrates the application of this approach in a manufacturing plant addressing a stress-related injury problem, highlighting the benefits for organizational functioning and labor-management dynamics.
Description
The article describes a case study of a participative action research project conducted in a rural electronics manufacturing plant. The research aimed to address a severe injury problem caused by repetitive tasks, which had persisted for several years despite traditional interventions. The study underscores the potential of participative methods to transform labor-management relations, improve employee morale, and address organizational challenges effectively.
Keywords
Action Research, Employee Involvement, Organizational Development, Labor-Management Relations, Participatory Research
Citation
Pasmore, W., & Friedlander, F. (1981). An action research paradigm for increasing employee involvement. Prepared for publication in Administrative Science Quarterly. Case Western Reserve University.