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Jeffrey Riel, MA

December 1993

The Effect of Participative Decision Making on Perceived Organizational Support and Organizational Commitment

The effect of perceived participation in decision making (PDM) on perceived organizational support (POS) and organizational commitment (OC) was investigated. There were 87 subjects from a division within a large Southern California aerospace corporation. A questionnaire was used consisting of the Organizational Commitment Questionnaire, the Survey of Perceived Organizational Support, and the Perceived Participation in Decision Making Questionnaire. Significant positive correlations were found between PDM and POS $(r = .62, r < .001),$ between PDM and OC $(r = .36, p < .01),$ and between POS and OC $(r = .67, p < .001).$ These correlations indicate increase in employee control over work environment is associated with greater feelings of support by the organization and greater feelings of commitment to the organization. Also, greater perceived organizational support is associated with greater organizational commitment. These data suggest that employee participation is a viable mechanism for fostering organizational commitment and perceived organizational support.

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