Participatory Decision Making in Review

Abstract

Should managers share their decision‐making power? Do managers who alow their subordinates to participate in organisational decision making increase the satisfaction, self‐esteem, loyalty and productivity of their employees and create positive manager‐subordinate relations, or do they merely contribute to high‐cost inefficiency and incompetence? The literature on what has come to be known as PDM — participatory decision making — is examined in an attempt to answer these questions.