Abstract
This paper reports data about the impact on employee job attitudes of a program of labor-management consultation, the co-operative program at the Tennessee Valley Authority (TVA). It examines the relationship between the vigor of the co-operative program in each unit and the job motivation, interest in innovation, organizational identification, and acceptance of change shown by employees in each unit. The effects of employee influence in the immediate work group are compared to the effects of influence through the larger co-operative program. Differences between professional engineering employees and skilled nonprofessional employees concerning their reactions to opportunities for participation are examined. Martin Patchen is senior study director, Institute for Social Research, University of Michigan.
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