PARTICIPATIVE MANAGEMENT FOR TEAM EFFECTIVENESS AND INNOVATION

• Izanne Smit Stellenbosch University http://orcid.org/0000-0002-1124-5500
• Louzanne Bam Stellenbosch University http://orcid.org/0000-0003-4249-2544
• Philani Nduna Zincume Stellenbosch University http://orcid.org/0000-0001-6041-8167

DOI:

https://doi.org/10.7166/34-1-2767

Keywords:

participative management, team effectiveness, team innovation, job satisfaction, employee engagement

Abstract

This study investigates the effect of a participative management practice, ‘mini-business activities’ (MBAs), on three outcome variables: team effectiveness, team innovation, and job satisfaction. An empirical approach is employed, with survey data gathered from 340 individuals working in 50 teams in South African manufacturing organisations. The results indicate that MBAs have a significant and positive effect on team effectiveness and team innovation in a similar way to that of quality circles. However, MBAs are found to have no direct or indirect effect, through employee engagement, on job satisfaction. The findings contribute to a more nuanced understanding of the impact of participative management practices in different contexts, and indicate that future research considering the impact of high unemployment levels on the relationship between participative management practices and job satisfaction would be valuable.