Abstract
The goal of this study is analyze the influence of perceived supervisor support (PSS) by employees at a micro level and the role of the cultural values of “power distance” and “masculinity” at a macro level on direct employee participation in decision-making (PDM). Furthermore, the influence of the gender of managers and employees is taken into account. The analysis is based upon the Sixth European Working Conditions Survey carried out by Eurofound in 2016. The results of a Hierarchical linear model indicate that all predictors significantly influenced PDM; PSS positively and cultural values negatively. When the gender of managers and employees is considered, the findings suggest that PSS has a larger impact on PDM when male managers address female employees. Regarding the moderating effect of PSS on cultural values, it is shown that masculinity and power distance lose importance when employees have the support of their supervisors.
Highlights
Competitiveness, the uncertainty of the economic environment, and socio-cultural changes have resulted in modern, diverse and flexible organizations
This study focuses on participative decision making (PDM), which can be defined as the extent to which employers allow or encourage employees to share or participate in organizational decision making (Probst, 2005)
This article focuses on direct employee PDM, which refers to the participation of an individual or group of employees in the decisionmaking process in the workplace (Bratton and Gold, 2003)
Summary
Competitiveness, the uncertainty of the economic environment, and socio-cultural changes have resulted in modern, diverse and flexible organizations. Men are considered assertive and competitive, and they tend to demand leadership roles (Bosak et al, 2018) Consistent with this principle, direct employee PDM could be different according to the feminine or masculine culture of the country where companies are located. The analysis of the direct influence of cultural values in the PDM, as well as the moderating role of the PSS in this relationship, is another contribution of this paper This allows identifying which European countries promote more (and less) the direct employee participation in making decisions and comparing this ranking with that regarding the analyzed culture dimensions of Hofstede. The fifth section analyses the results, and, the sixth section includes the discussion of the results and the limitations of the study
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