Participation-performance Relationship

The Participation-Performance Relationship is a theoretical construct in organizational behavior that specifies the causal or correlational link between the extent of employee involvement in decision-making processes and the resulting individual or organizational performance outcomes.

235

Publications

21.7K

Citations

455

Authors

250

Institutions

Publications per year

2017–2026

31

Authors

455

  1. JA
    John A. Wagner

    Michigan State University, United States

    7 publications · 1.4K citations

    7

    h-index

  2. JE
    James E. Hunton

    Bentley University, United States

    4 publications · 368 citations

    4

    h-index

  3. ME
    Miriam Erez

    Technion – Israel Institute of Technology, Israel

    4 publications · 475 citations

    4

    h-index

  4. EA
    Edwin A. Locke

    University of Maryland, College Park, United States

    3 publications · 524 citations

    3

    h-index

  5. RZ
    Richard Z. Gooding

    Michigan State University, United States

    3 publications · 428 citations

    3

    h-index

1–5 of 455

Venues

  1. Academy of Management Journal

    AMJ · 14 publications · 2.2K citations

    14

    h-index

  2. Academy of Management Review

    AMR · 7 publications · 3.2K citations

    7

    h-index

  3. Human Relations

    6 publications · 483 citations

    6

    h-index

  4. Industrial and Labor Relations Review

    4 publications · 142 citations

    4

    h-index

  5. Administrative Science Quarterly

    ASQ · 4 publications · 1.3K citations

    4

    h-index

1–5