Participative Management Style Research Articles

Participative management style in SMEs: Influence of CSR factors. Empirical evidence from the Visegrad Group

The aim of this study was to define significant corporate social responsibility (CSR) factors that determine the use of participative management style in SMEs and quantify this influence. In order to achieve this objective, a questionnaire survey was conducted on a sample of 1,398 SMEs across V4 countries. The data was collected through computer-assisted web interviewing by MNFORCE, a well-known market research firm. The empirical research was conducted in June 2022. The fundamental relationships and interconnections between CSR and the use of a participatory management approach were substantiated through the application of regression analysis. The research results demonstrated that a portion of these CSR factors significantly affects the application of participative leadership in SMEs. The strongest impact is observed for entrepreneurs' belief that CSR makes it possible to acquire satisfied, loyal, and motivated employees. The second most significant factor determining the application of participative leadership style was factor X3 (the average value of the correlation coefficient was 0.208). The potential opportunity to gain competitive advantage through the implementation of CSR also motivates entrepreneurs to apply participative leadership in SMEs; as the third most significant factor, it had an average correlation coefficient of 0.199. Finally, entrepreneurs' belief that implementing CSR has an impact on improving firm performance also proved motivating for SMEs. This study has significant practical implications. The results should motivate managers to implement essential attributes of the CSR concept, especially concerning their own employees. Managers should also recognize the importance of assessing and implementing appropriate HRM policies regarding skills, motivation, and opportunities for their employees in order to enhance business performance.

Investigating the Effect of Participatory Management Components on Healthcare Policy Implementation

Background: Healthcare policy implementation is of great importance due to its effect on society and is only possible via the intellectual and practical participation of various levels of employees. Participatory management leads to elevating productivity and respecting human values. The present study investigated the effect of participatory management components on healthcare policy implementation. Methods: This cross-sectional study was conducted on 384 managers and employees at Kerman and Sistan and Baluchestan universities of medical sciences experienced in policy implementation. The samples were selected using a simple random sampling method. A researcher-made questionnaire (derived from the results of qualitative interviews with experts) was used to collect data. Data were analyzed using structural equation modeling (SEM) using Amos 22 software. Results: The results indicated that the model had a reasonable fit and contained 12 main categories, including implementation facilitator (with a factor loading [FL] of 0.97), implementation inhibitor (FL=0.96), laying the groundwork for implementation (FL=0.65), designing implementation method (FL=0.88), systematic implementation (FL=0.80), evaluation and correction (FL=0.67), environmental facilities and conditions (FL=0.69), environmental culture (FL=0.94), compilation method (FL=0.99), implementation method (FL=0.74), positive consequences (FL=0.73), and negative consequences (FL=0.58) in five axes (causal conditions, background conditions, mediating conditions, strategies, and consequences), and 42 subcategories presented in the proposed model with latent relationships. Conclusion: The mentioned variables well explain the participatory management style related to the extent of healthcare policy implementation, and the use of participatory management has considerable positive consequences in healthcare policy implementation for policy-makers, managers, and beneficiaries of the health sector.

INFLUENCE OF THE CHARACTERISTICS OF SMALL AND MEDIUM FAMILY BUSINESSES ON CRM IMPLEMENTATION: A CASE STUDY

Purpose: This paper aims to explore the customer relationship management (CRM) strategies adopted by Family Small and Medium Entreprises (SME), while highlighting the impact of their characteristics and their assets on the choice and the adoption of these CRM strategies. Methodology: Since the unique case study approach allows in-depth, multi-faceted explorations of complex issues, we opted for it as a research strategy in order to develop a detailed understanding of the problem. Therefore, an in-depth case study was carried out within a small and medium family business in Morocco. Findings: Through this study, we have highlighted causal links between the characteristics and specificities of the family SMEs and their impacts on the adoption and implementation of CRM tools and strategies. While some characteristics linked to the nature of family SMEs such as participatory management style, familiness, the desire to transmit the business to future generations and proximity to customers constitute assets for the implementation of CRM, other characteristics, such as the desire to maintain financial independence and recruitment policies that are most often in favor of family members despite their competence, can negatively influence the implementation of successful CRM projects. Implications for Theory and Practice: The results of the present paper allow the authors to draw conclusions that are relevant to both academics and practitioners. As for the theoretical implications, this study highlights the relationship between the characteristics of family SMEs and the choice and implementation of CRM strategies, while relying on their strengths. Furthermore, developing a good understanding of the specificity of CRM adoption and implementation approaches within family SMEs has important managerial implications for family SME decision-makers, as it can help them make better decisions regarding the choice of relevant CRM strategies and to optimize the deployment of available human, financial and technological resources, while relying on their socio-emotional wealth and their motivation to perpetuate the company. Originality: This paper is one of the first to explore CRM strategies adopted by family SMEs. The authors present a conceptual framework that can help researchers and practitioners better understand how the family business nature can influence decisions about CRM tools and strategies implementation.

Investigating the Relationship Between Coping Styles, Alexithymia, and Management Styles with Job Satisfaction (Case Study: The Employees of the Maad Group)

Objective: The personnel of any organization are considered its most principal and enduring assets; hence, understanding their needs for the implementation of organizational programs is essential. The present study aimed to investigate the relationship between coping styles, alexithymia, and management styles with job satisfaction among the employees of the Maad Group. Materials and Methods: The research method of this study was descriptive-correlational. The study population consisted of employees of the Maad Group in Tehran in the year 2021, from which 127 individuals were selected through convenience sampling. The research instruments included the Smith, Kendall, and Hulin Job Satisfaction Questionnaire (1969), the Short Form of the Coping Strategies Questionnaire by Endler and Parker (1990), the Toronto Alexithymia Questionnaire (1986), and the Schmitt Management Styles Questionnaire (1998). Data were analyzed using Pearson's correlation coefficient and SPSS software version 22. Findings: The results showed that there was a significant positive correlation between job satisfaction and democratic management style, goal-oriented management style, participative management style, and laissez-faire management style, as well as coping strategies (P<0.01). There was also a significant negative correlation between job satisfaction and alexithymia (P<0.01). A significant positive relationship existed between job satisfaction and problem-focused coping styles, while a significant negative relationship was found with emotion-focused and avoidance coping styles (P<0.01). Significant relationships were observed between job satisfaction and identifying feelings, difficulty describing feelings, and externally-oriented thinking (P<0.01). Conclusion: It can be concluded that there is a relationship between coping styles, alexithymia, and management styles with job satisfaction.

Identifying Dimensions, Components, and Indicators of Professional Ethics for Managers in Small and Medium-Sized Enterprises

This study aimed to identify the dimensions, components, and indicators of professional ethics for managers in small and medium-sized enterprises. This research was conducted using a qualitative approach and thematic analysis. Data were collected through semi-structured interviews with experts in the field of ethics and organizational management. Purposeful sampling continued until theoretical saturation was achieved. Thematic analysis was performed using MAXQDA version 12, and the Delphi technique was employed in three rounds to validate the findings using Kendall’s coefficient of concordance and one-sample t-tests with SPSS version 25. The results revealed that professional ethics for managers are categorized into five main factors: organizational, environmental, contextual, structural, and individual. Organizational factors included combating organizational self-centeredness and having a strong organizational culture. Environmental factors emphasized the importance of policies and a supportive work environment, while contextual factors highlighted the impact of social and political environments. Structural factors underscored the significance of management styles and trust-building, and individual factors focused on the role of psychological well-being and personal competencies. The Kendall coefficient in the third round of the Delphi technique was 0.712, indicating substantial agreement among experts. The findings suggest that improving professional ethics among managers in small and medium-sized enterprises requires a comprehensive focus on various organizational, environmental, contextual, structural, and individual factors. Implementing transparent policies, promoting participative management styles, and fostering a healthy work environment can enhance managers’ ethical behavior.

The modified democratic management model: an ideal leadership model for healthcare?

This article proposes a new, modified version of the democratic management model as a leadership structure that could be effectively used in healthcare, particularly when an organisation is led by a transformational leader. The modified democratic management model combines many existing motivational and organisational behaviour theories, along with components of trait and behavioural theories of leadership. The management style advocated by this model varies depends on the team approach and functional participation. To avoid functional areas within an organisation from becoming ‘silos’, a horizontal communication style between divisions is endorsed. In the different specialty areas, the model prescribes a combination of participative and collaborative management styles among the workforce, while managers should use coaching and transformational management styles. New components of this modified democratic management model include: 1) an occasional and temporary authoritative management style that can be used by the transformational leader during unexpected crises, when fast decision making is required; 2) implementation of internal and external checks and balances, such as mandatory employee debriefing and mandatory board reporting after each authoritative decision. The modified democratic management model can be applied to different employment levels in healthcare. This article discusses this theoretical model and how it could be implemented in practice to provide a fair, transparent and accountable management system in healthcare, helping to motivate staff to excel.

Implementing the Concept of Sustainable Development in an Organisation and Leadership Style – Selected Aspects

Abstract Objective The aim of the article is to present two issues; the concept of sustainability and the style of organisational leadership. The authors‘ goal is to demonstrate that a participative management style supports the implementation of the concept of organisational sustainability. Methodology The research method used to achieve the objective is a critical analysis of the literature, an analysis of secondary research and a review of good practice. Findings As the presented examples of the implementation of the concept of sustainable development in specific companies show, the implementation of this type of idea is definitely conducive to the selection of a participative style of leadership. Value Added Active participation of subordinates in shaping the sustainable development strategy in the organisation and their awareness of the real influence on the vision is realised, to a very large extent determines the success of achieving the goals set by the leader (and worked out together with subordinates). Recommendations It is recommended to create a vision, according to which the company operates in the spirit of sustainable development, and to enable subordinates to actively participate in the implementation of the strategy and the systematic evaluation of its results.

Understanding Douglas McGregor's Theory X and Theory Y in Human Resource Management

This paper explores the application of Douglas McGregor's Theory X and Theory Y in Human Resource Management (HRM), offering a comprehensive analysis of their implications for modern HR practices. Theory X posits that employees inherently dislike work, lack ambition, and need strict supervision and control to meet organizational objectives. It suggests that a managerial approach characterized by authoritative leadership and a rigid hierarchical structure is necessary to ensure productivity. Conversely, Theory Y presents a more optimistic view of employees, proposing that they are naturally motivated, seek responsibility, and can selfdirect. Theory Y advocates for participative management styles, emphasizing trust, empowerment, and opportunities for personal growth. Through an in-depth examination, this research evaluates how these theories influence various HR functions, including motivation strategies, leadership styles, performance management systems, and the overall organizational culture. It discusses the traditional and contemporary applications of these theories in real-world settings, providing case studies of organizations that predominantly use either Theory X or Theory Y principles. The analysis demonstrates that while Theory X can lead to efficient operations through stringent controls, it may also result in low employee morale and high turnover. On the other hand, Theory Y fosters a more innovative and engaging work environment, though it may present challenges in terms of maintaining consistent performance standards. The paper concludes by emphasizing the importance of integrating both theories in HR practices to address diverse employee needs and situational demands. It suggests that a balanced approach, tailored to specific organizational contexts and individual employee profiles, can optimize both productivity and employee satisfaction. This holistic view offers valuable insights for HR professionals aiming to develop flexible and effective management strategies that leverage the strengths of both Theory X and Theory Y.

The Influence of Systematic Strategic Planning and Strategic Business Innovation on the Sustainable Performance of Manufacturing SMEs: The Case of Palestine

Small and Medium Enterprises’ (SMEs) impact on economic growth is widely acknowledged. Nevertheless, the literature lacks empirical evidence as to how the sustainable performance of manufacturing SMEs in developing countries with unstable and turbulent business environments, such as Palestine, could be enhanced. Relying on the Triple Bottom Line (TBL), Resource-based View (RBV) theory, and sustainable performance literature, this study explores the influence of systematic strategic planning (SSP) and strategic business innovation (SBI) on the sustainable performance (SP) of Palestinian manufacturing SMEs. Based on a sample of 377 manufacturing SMEs in Palestine, 245 valid surveys have been subjected to Partial Least Squares Structural Equation Modeling for analysis using Smart PLS 3.0 software. The results show that various factors can enhance manufacturing SMEs’ sustainability performance, such as adopting a supporting national policy to enhance the concept of sustainability at the policy level. However, implementing proper systematic strategic planning (SSP) and strategic business innovation (SBI) in a collaborative culture and a participatory management style at the firm level in manufacturing SMEs positively influences and enhances the sustainable performance of those firms. This study’s contribution to the literature expands the knowledge on sustainable performance in manufacturing SMEs in developing countries experiencing political and economic uncertainty. Hence, the research findings demonstrate how (SSP) and (SBI) are crucial management tools for businesses operating in a highly competitive and turbulent environment.

Nurses Perception of Management Styles and Factors Influencing Retention of Nurses in Ghana: A Cross-Sectional Survey

Abstract Background: Retention of health professionals in the health sector in Ghana is crucial to address human resource needs of the health sector and to promote efficient and effective healthcare system. Nurses are one of the key professionals whose role in the healthcare industry cannot be underestimated. This study assessed nurses' perception of management styles and factors influencing retention of nurses in Ghana. Methods: A cross-sectional quantitative descriptive survey was conducted among 135 Nurses at Akatsi Government Hospital and St Paul's Hospital in the Akatsi municipality of Volta region of Ghana using a simple random sampling in selecting participants. A structured questionnaire was used to collect data from the participants. Data was analysed using STATA statistical software Version 14.2. Statistical significance was set at 0.05. Results: Females dominated the study (68.89%). Most of the respondents (19.70%) strongly agreed that Nurse Managers exhibited participatory management style. However, majority (52.71%) of the respondents intended to leave their current facility. Nurses' intention to leave was higher in public hospital (55.45%) compared to the private hospital (45.95%). Salary and rewards was the major (39.53%) extrinsic factor that influenced retention of nurses at work and self -motivation was the major (27.91%) intrinsic factor that contributed to nurse's retention at work. Conclusion: Most of the respondents strongly agreed that managers practiced participatory management style. Benevolent authoritative management style was statistically significant with nurses' intention to leave.

Factors Affecting the Professional Satisfaction of School Teachers in Sri Lanka

The teacher is the principal inventor of the education system. This is because the basic foundation for producing the human resources required for a country is laid by the teacher. Therefore, the teacher needs to create an environment in which he can carry out his career in a more satisfying context. When the teacher is satisfied, the students who learn from him benefit from it. However, there are problems with the teacher's service due to factors such as criticism of human resources in Sri Lanka, high marks in exam failures, and over-emphasis on extra classes. Therefore, the main objective of this research paper was to study the level of professional satisfaction of teachers in government schools in Sri Lanka and the factors influencing it. The literature review also revealed that there were problems with teachers' professional satisfaction. The study was aimed at identifying the level of professional satisfaction of teachers, identifying specific factors affecting professional satisfaction, and making recommendations for enhancing professional satisfaction. The survey methodology of the quantitative research approach was used for the study. It was decided that the method would be more appropriate as it was an opinion poll. Although the total population of government school teachers working in Sri Lanka was limited to the public school teachers in the Kandy District as the sample selectable population. Accordingly, out of 15 randomly selected teachers in 15 schools in the Kandy District, 233 teachers were selected for random sampling. A questionnaire prepared using the Likert scale was used to collect the data online. The data obtained from it were analyzed according to the quantitative methodology. According to the data analysis, 34.76% of the respondents said that the overall sample was professionally satisfied and 37.76% said they were dissatisfied. Thus, a small number of respondents said they were not satisfied. It is also noteworthy that the response was moderate at 27.46%. Testing the level of professional satisfaction according to the variables revealed that the satisfaction level of female teachers was higher than that of male teachers. Professional satisfaction levels were also found to be higher for teachers in 1AB schools, for graduate teachers in terms of educational qualifications, and teachers less than 30 years of age. Factors influencing career satisfaction were also assessed. Accordingly, occupational safety, career development opportunities, training, and development were the top gainers. Also, promotions, salaries, and credit facilities were seen as the minimum attainment factors. Thus the following conclusions could be drawn. There was no significant change in teachers' professional satisfaction that different variations in occupational satisfaction could be observed depending on the background factors of teachers, and financial factors did not have such an impact on occupational satisfaction. Recommendations were made to provide continuous training opportunities, increase special focus on occupational safety, and involve teachers in the decision-making and management process by adopting a participatory management style in school. It can be pointed out that the service that a school can do to maintain a high level of professional satisfaction for the teacher. It is important to note that the benefits of developing a school teacher's satisfaction will be felt by students and ultimately the entire education system.

Child‐rearing experiences of female nurses working three shifts in South Korea: A qualitative study

To explore the experience of balancing a career with raising school-aged children and working three shifts and to suggest working environment changes to balance these roles BACKGROUND: Female nurses working three-day shift rotations experience irregular life patterns, parenting conflicts, and confusion over nursing roles. This qualitative study examined nurses with early school-aged children who work three-day shift rotations in South Korea. A descriptive phenomenological approach employed in-depth interviews to collect data from 12 married, female nurses with children aged 4-9 years. Data were analyzed using Colaizzi's phenomenological method, and reporting rigor was demonstrated using the Consolidated Criteria for Reporting Qualitative Research checklist. Four themes emerged in our findings: (1) challenging phase: facing a great crisis that completely shatters the axis of life; (2) chaos phase: endless inner conflict between work and parenting; (3) solutions for coping phase: struggling to continue a nursing career; and (4) expanding phase: stepping into the expanded world of care. Nurses working three-day shift rotations try to balance their lives through interactions between nursing and child-rearing. Further research is needed to create an environment that promotes this balance. To provide a better work-life balance, policymakers should foster a participatory and supportive management style, ensure adequate nurse staffing, implement a flexible work system, provide clinical career opportunities, encourage professional autonomy and responsibility, and promote in-service and shared social information or continuing education.

Employee Voice: A Mechanism to Harness Employees' Potential for Sustainable Success.

Listening to employees’ concerns reduces their dissatisfaction, but moreover, for an organization to achieve sustainable success, employees must raise their creative voice and give their input in decision-making without the fear of rejection in a psychologically safe environment. Ethical leaders facilitate such a participative style of management. A bureaucratic culture, as is generally encountered in Pakistan’s work settings, poses real challenges to those who dare to speak up, therefore the importance of ethical leadership, leader–member exchange (LMX), and psychological safety cannot be neglected as coping mechanisms to sustain the employee voice for mutual gains. To investigate ethical leadership’s mediating mechanisms and boundary conditions on voice behavior, we examined a moderated mediation model with the leader–member exchange as a moderator and psychological safety as a mediator. Grounded in social exchange theory (SET), the current study uniquely posits and tests that employees feel psychologically safe in the presence of an ethical leader with whom they have high-quality social exchanges. Data were collected from 281 employees from the public corporations and private enterprises of the petroleum sector of Karachi. Results of the analysis, through SPSS and AMOS, revealed that psychological safety mediated the relationship of ethical leadership and voice behavior, while the indirect effect of ethical leadership on voice behavior (via psychological safety) is stronger for those employees who enjoy high-quality exchanges with ethical leaders. LMX was also found to moderate the relationship between ethical leadership and voice behavior. Contributions, recommendations, and limitations of the current study and further research areas are also discussed. The study offers practical insight on the mechanism of ethical leadership on employee voice behavior and recommends leaders to develop social exchanges to improve voice behavior for sustainable success.

THE PERCEPTION OF IMPORTANT ASPECTS OF PERSONNEL MANAGEMENT IN SMES

Small and medium-sized enterprises (SMEs) are generally considered to be a flexible, efficient and progressive part of the economic system worldwide. Personnel management is an integral part of every business. Its importance lies in the systemic management of human resources, which should ensure a comprehensive and effective management of human capital in the company. In SMEs, personnel management is usually performed by an individual or a smaller group of people. Therefore, on the one hand, this activity is significantly easier for this segment compared to larger companies. On the other hand, it can be assumed that in the managerial practice of SMEs there are no sophisticated approaches to personnel management, which represents certain limits and limitations in personnel work. The aim of the article is to present and quantify important factors of personnel management in the SME segment. Part of the set goal is to compare the approach of entrepreneurs according to the size of the company, the education of entrepreneurs and the age of the entrepreneur / manager. Following the stated goal of the research, empirical research was carried out in Slovakia through an online questionnaire on a sample of 250 respondents. Statistical hypotheses were verified using descriptive statistics methods (percentages) and Pearson statistics (chi square and Z-score). Empirical research has yielded some interesting findings. A large part of entrepreneurs confirmed that they apply a participatory management style in the management of the company, which can be perceived as a positive trend. It is also possible to perceive positively the situation that a large part of entrepreneurs appreciated the importance of human capital for the company. SMEs regularly evaluate the performance of employees and motivate them to innovate their work practices. On the other hand, we found that the attitude of SMEs to understand and apply CSR is not correct and probably many of these companies do not understand the importance of CSR for society.

THE PERCEPTION OF COMPANY EMPLOYEES BY SMEs WITH CSR CONCEPT IMPLEMENTATION

The article aims to find out the perception of human capital issues by entrepreneurs of small and medium-sized enterprises within the V4 countries, who implement the concept of CSR in their managerial praxis. The paper is based on a questionnaire survey with data collection from September 2019 to January 2020 with a total of 1585 respondents. Statistical methods of Pearson's chi-square and z-score were used to test the hypotheses. The results revealed differences between countries in terms of employees' turnover, perception of employees as the most important corporate capital, or the implementation of participatory management style. On average, 93% of respondents consider employees the most important company capital across the countries. There is also a strong consensus on the necessity of evaluating employee performance and motivation to innovate work practices.On the contrary, differences in the opinion on staff turnover were found among researched countries. The highest rate of turnover is among Polish entrepreneurs, and the lowest is in Hungary. With the growing company's size, the turnover of employees is getting higher. A participative management style is mainly implemented in the praxis by Slovak entrepreneurs (90%) and least by Hungarian (68%). However, Hungarian entrepreneurs are highly aware of the fact that their employees try to increase their performance, and healthy competition prevails among them (74%). The results may be interesting for those who promote or implement CSR in the conditions of the researched countries.

The Attitudes and Actions of the Superior and the Participative Management Style

Purpose: The aim of the article is to analyse the characteristics of participative management style in the context of open attitudes and actions of a leader. Design/Methodology/Approach: The assessment of specific measures implemented by the superior was grouped using factor analysis. The principal component analysis was used to identify factors. Factor rotation was conducted using the Oblimin method, and the significance of the analysis was confirmed by the Kaiser-Mayer-Olkin and Bartlett’s tests. Using the proportion of variance explained criterion, 2 variants (factor loadings) were distinguished participative style, and communication and feedback. The chi-square tests and Pearson’s C (contingency) coefficient were used to analyse the relations between the variants and the superior's management style. Findings: The article presents the relationship between the value of variables “participative style” and “communication and information” and management styles. We demonstrated that elements of participative leadership style in the behaviour of the superior result in a more open approach in interactions with employees. When a task is unstructured, the leader's participatory behaviour can stimulate subordinates, as the task is explained in more detail. Practical Implications: The analysis of the data shows that effective leadership requires mobilisation of the talents of subordinates, so it is extremely important to recognise the potential of employees. In practice, this means that participation stimulates the development of innovative solutions and fosters creativity in employees. Originality/Value: Demonstrating the importance of using participation as a tool to improve the decision-making skills of subordinates contributes to the present understanding of the role of leadership in strengthening intra-organisational relations.

Organisational barriers to nascent born-global growth: Learning from the inside

Current literature has examined the main drivers of born globals (BGs) growth during their life cycle, highlighting the importance of entrepreneurial capabilities and suggesting that organisational capabilities (e.g. innovation, market orientation) are relevant for the sustainability of BGs after a certain ‘turning point’. However, two important gaps remain: the literature does not clearly delineate the processes through which BGs develop these organisational resources, and it ignores the key role of employees in those processes. Through an action-research case study of a young BG in which all employees participate in the co-creation of internal knowledge, we identify organisational dysfunctions during the early phase that obstructed the firm’s development. Our findings reveal that the lack of information on the internal functioning and socio-economic performance of the firm was a fundamental barrier not only to the development of a more participative style of management but also to the formalisation and adjustment of the organisational structure to take advantage of the opportunities of foreign markets. We propose that BG entrepreneurs need to adopt an internal strategic orientation to develop a cohesive organisation and that the ‘right time’ for doing so is not after a few years but immediately from inception.

Relationship Between Participatory Management With Organizational Citizenship Behavior and Organizational Commitment of Nurses in Hospitals Affiliated With Mashhad University of Medical Sciences

Aims The present research was conducted in 2017-2018 with an aim to determin the relationship of participatory management style with Organizational Citizenship Behavior and organizational commitment of nurses in hospitals affiliated with Mashhad University of Medical Sciences. Methods & Materials The present research was a descriptive-correlational applied study. The statistical population of the study included all nurses working in hospitals affiliated with Mashhad University of Medical Sciences and it was comprised of 3538 members. A one-step cluster sampling was used in the present research. Using Cochran formula, 347 members of this community were selected as samples. In order to collect data, standard participatory management (Choopani), Organizational Citizenship Behavior (Organ and Konovsky), and organizational commitment (Allen and Meyer) questionnaires were used. Cronbach’s Alpha showed that the values for reliability of the three questionnaire were 0.902, 0.7140 and 0.795, respectively. The validities of the three questionnaires were confirmed by content validity and construct validity. SPSS18 and LISREL software were used to analyze the data. Findings The findings of the research showed that the relationship between participatory management style and organizational citizenship behavior was positive and significant (P=0.62), and the relationship between participatory management style and organizational commitment was also positive and significant (p=0.48). Considering the value of path coefficient, it was concluded that politeness dimension and respect dimension of organizational citizenship behavior (P=0.65) and emotional commitment dimension (P=0.53) have the most intense relationships with participatory management style. Conclusion The final results of the research suggested that participatory management was in a significant positive relationship with all dimensions of citizenship behavior an also, with the three dimensions of organizational commitment. therefore, it is recommended that the managers of treatment and healthcare centers adopt participatory management style.

Implementation of employee suggestion programme: a case study of the Middle East health-care service company

Learning outcomes After studying this case, the students should be able to: explain the importance of employee engagement; illustrate the role of the participatory management style in an organizational context; discuss why managers may use engagement practices to operate effectively in businesses to lead change and innovation; identify the critical success factors, barriers and outcomes of employee involvement in driving high performance; and discuss the dilemma faced by the managers in the emerging economies while driving the momentum of excellence in the long run. Case overview/synopsis This is a real case about a leading health-care service company located in the Middle East. The health-care organization’s name is changed to NOVA for reasons of confidentiality. The NOVA is an independent, public joint stock company created to meet the curative needs of the public health-care system in Middle East. The company introduced the Employee Suggestion Scheme named Minara in 2011 in a Federal Government decree, introducing innovation as a major pillar of management in 2013 with intent to encourage organizations build innovative solutions and pioneer initiatives and apply it effectively in services, processes and programmes. Making the Minara programme work in line with the national health agenda, Ms. Fatima who headed the Excellence and Innovation Department took the initiative of accelerating the innovative Programme (Minara). The case data were collected based on both primary and secondary sources. Although the case is based on the real data, it has been ammonised. The case describes the transformation of the innovation process at NOVA through the employee engagement programme (Minara) in meeting the disruptive challenges. This case addresses the challenges faced by the Excellence and Innovation manager who used effective employee engagement practices through the Employee Suggestion Programme in a creative way to bring about innovation in the health-care sector. The case outlines the dilemma faced by the Excellence and Innovation manager in bringing about innovation through the Employee involvement programme in the emerging economic scenario. The case will focus on the analysis of the different aspects of the issues pertaining to employee engagement, employee motivation and the framing of empowerment strategies to bring about innovation and continuous improvement through an effective employee suggestion programme. The case is intended to give budding managers an insight into innovation and employee engagement practices that impact performance in the organization. Complexity academic level This case will be suitable to be used in Human Resource Management and Management of Change and Innovation course at undergraduate and Master’s level. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 1: Accounting and Finance

Participative management: the effect of the exposure to and attitude of employees and managers towards participation in the management decision-making process – a case study of a public organisation in Israel

ABSTRACT This article examines the assertion that in some situations employees do not support a participative management style applied by their managers. The effect of exposure to participation on employees’ attitudes was examined in an Israeli public health organisation, through participation in improvement teams. It was found that employee participation, even if successful, did not imply adoption of positive attitudes towards participation. It was further found that managers hold more positive attitudes towards participation than employees. Finally, ethnic origin was found to have a strong effect on attitudes towards participation.