Motivating the uninvolved worker : some conceptual and empirical observations
By: GABRIS, Gerald T
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Contributor(s): MITCHELL, Kenneth | GILES, William A.
Material type: 
ArticlePublisher: New York : Marcel Dekker, 1988International Journal of Public Administration - IJPA 11, 1, p. 27-63Abstract: This paper focuses on the issue of whether less involved workers are affected by conventional management practices such as group involvement, merit pay, and participative management. The findings suggest that while these management practices have some influence on the performance of uninvolved employees, that uninvolved employees are behaviorally distinct from more actively involved workers. As a consequence, it may be prudent for managers in the public sector to develop management practices and approaches specifically designed to stimulate low involvement employees
This paper focuses on the issue of whether less involved workers are affected by conventional management practices such as group involvement, merit pay, and participative management. The findings suggest that while these management practices have some influence on the performance of uninvolved employees, that uninvolved employees are behaviorally distinct from more actively involved workers. As a consequence, it may be prudent for managers in the public sector to develop management practices and approaches specifically designed to stimulate low involvement employees
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