Human resource management in action. The paradox of participation: Lessons from the tennessee valley authority
基于田纳西河流域管理局三年期工作生活质量实验，分析了工会-管理层协作与员工参与组织变革的过程，揭示了参与在变革、领导力和流程中的悖论，为类似项目提供建议。
Abstract The three year Tennessee Valley Authority (TVA) quality of work life experiment was one of eight large scale projects developed by the American Center for Quality of Work Life and assessed by the University of Michigan's Institute for Social Research. The key themes of this research program involved union–management collaboration and employee participation in organizational change. This article presents major outcomes of the experiment, with particular emphasis on the participatory change process that was the central focus at TVA. The implications of participation are discussed in terms of the paradoxes of change, leadership, and process. Based on data from interviews and observation of events throughout the experiment, recommendations are provided for similar quality of work life programs.