The implications of direct participation for organisational commitment, job satisfaction and affective psychological well‐being: a longitudinal analysis
利用全国代表性纵向数据，采用固定效应模型，研究了任务自主权和组织参与两种直接参与形式对员工组织承诺、工作满意度和情感心理幸福感的影响，发现两者均有积极效应，但作用机制不同。
Abstract The article examines the implications of direct participation for employees' organisational commitment, job satisfaction and affective psychological well‐being. It focuses on both task discretion and organisational participation. Applying fixed effect models to nationally representative longitudinal data, the study provides a more rigorous assessment of the conflicting claims for the effects of participation that have hitherto been based primarily on cross‐sectional evidence. Further, it tests a range of mechanisms by which direct participation leads to improved employee outcomes. Contrary to the critical literature, it shows that even after controlling for unobserved individual heterogeneity, both forms of direct participation have positive effects for employees' organisational commitment and well‐being. The effects of task discretion are primarily direct, reflecting the intrinsic importance of personal control over the job task; in contrast, those of organisational participation derive to a greater extent from its indirect effect on the quality of working conditions.