Effects of Perceived Decision-Making Influence on Labor Relations and Organizational Outcomes

Abstract

By providing employees with an outlet for expressing dissatisfaction and advocating remedial action, influence in organizational decision making may foster more harmonious industrial relations. Longitudinal research at a U.S. federal mint found that degree of perceived influence was significantly correlated with organizational outcomes (e.g., organizational commitment, sick leave) and labor relations outcomes (e.g., unfair labor practice complaints, adverse actions). Hierarchical regression analysis, controlling for a range of personal and organizational factors, yielded mixed support for relationships between perceived influence and outcome. Boundary conditions and theoretical implications relating to the study's results are outlined.