The Human Resource School advances forceful arguments in support of this statement — that participative management raises the quality of organisational decision‐making and the level of commitment to those decisions. Support for this view comes from research by Coch and French, 1948, in the acceptance of new production methods; by Lewis, 1953, in the setting of production rates and by Katz and Kahn, 1966. Others argue equally strongly that participative management does not raise the level of employee motivation and commitment to action. Brayfield and Crocket in 1955 found that greater involvement in decision‐making did not invoke greater job activity, while Dubin (1959) and Goldthorpe et al (1966) contend that participative management is unlikely to derive support and commitment in that work is not a central life interest to the majority. Aronoff (1967) finds that commitment to the job and colleagues is possible only if people have certain personality characteristics, and that it is significant to the performance of the enterprise only in certain kinds of technology.