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The middle manager: Friend or foe of employee involvement

Fenton-O'Creevy, Mark (1996). The middle manager: Friend or foe of employee involvement. Journal of Applied Management Studies, 5(1) pp. 47–52.

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Middle management resistance has been frequently identified as a significant barrier to the success of employee involvement practices. This paper reviews evidence from the literature and from 12 case studies on the role played by middle managers in employee involvement initiatives. There is evidence that middle management resistance often acts as a significant impediment to employee involvement. However, there is also evidence that this resistance is often a symptom of inconsistency between organisational systems and the goals of employee involvement and of inadequate training and support for middle managers. Employee involvement initiatives should pay attention to aligning organisational systems with the goals of employee involvement and treat middle managers as the targets as well as the implementors of employee involvement.

Item Type: Journal Item
ISSN: 1360-0796
Project Funding Details:
Funded Project NameProject IDFunding Body
Not SetNot SetUK Employment Department
Not SetNot SetKinsley Lord Management Consultants
Keywords: Middle managers; management; employee participation
Academic Unit/School: Faculty of Business and Law (FBL) > Business > Department for People and Organisations
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
Item ID: 47139
Depositing User: Mark Fenton-O'Creevy
Date Deposited: 02 Sep 2016 11:55
Last Modified: 07 Dec 2018 14:27
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