Abstract:This study investigates the direct and indirect effects of financial participation (FP) and participation in decision-making (PDM) on employee job attitudes. The central premise is that both financial participation and participation in decision-making have effects on job attitudes, such as integration, involvement and commitment, perceived pay equity, performance-reward contingencies, satisfaction and motivation. After reviewing the theoretical and empirical literature and testing two theoretical frameworks, developed by Long (1978a) and Florkowski (1989), a new model was constructed to consider a combined effects of both FP and PDM, herein referred to as employee participation (EP). The underpinning of the model is based on the assumption that both (a) the combination of financial participation and participation in decision-making ('employee participation'), and (b) participation in decision-making produce favourable effects on employee job attitudes. The test of the new model showed that employee participation does not produce more favourable effects on employee job attitudes, than does participation in decision-making on its own. The data were gathered from a questionnaire study administered in a large British retail organization that operates two types of ownership schemes -- profit-sharing and SAYE schemes.

　　subjects:employee ownership; management -- employee participation; employee stock options; employees -- attitudes; employee motivation; work attitudes; decision making; job satisfaction; profit-sharing; personnel management; incentives in industry; pay equity; retail industry; producer cooperatives; human resources consulting services; administration of human resource programs (except education, public health, and veterans' affairs programs); all other miscellaneous store retailers (except tobacco stores

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