Credibility: Qualifier of Subordinate Participation

Data came from respondents in four interrelated departments of a large industrial organization. The findings suggest that subordinate satisfaction is a function of their participation in decision-making, and, more importantly, that subordinate satisfaction is a function of perceived supervisory credibility. HUMAN BEHAVIOR in organizations has been an area of research for behavioral scientists for the past four decades. Much of the findings of this research support the general hypothesis that increased sub-ordinate participation in decision-making will increase subordinate satisfaction and motivation.’ Some of the more recent work in subordinate satisfaction suggests that the quantity of subordinate participation may not be enough to positively affect motivation and satisfaction. It is not only the quan-tity of subordinate participation in decision-making but also the quality that appears to be important.2 There may be much more to subordinate participation in decision-making than a simple quanti-