Managers in the Middle: Employee Involvement Effects in a Federal Government Agency

Abstract

P ast research has shown that the introduction of participatory schemes significantly impinges on the role that middle and frontline managers have traditionally played. What remains largely unexplored, however, are the consequences of this changed role, and in particular the notion that participation may create a series of conflicts and tensions for these managers, leaving them feeling caught in the middle of competing organisational players and demands. Adopting a case study approach, this paper uses evidence from a public sector organisation, which has adopted employee involvement in implementing performance management initiatives, to examine the effect of such a program on middle and frontline managers.