A longitudinal study of employee participation in the context of organisational change

This article contributes to debates on the importance of the provision of different channels for employee participation in decision-making in organisations in the unfolding context of organisational change. We explore how information-based, downward communication participation compares to structural-orientated, representative participation in an M&A context. Additionally, we explore how different channels are related to employee outcomes of job satisfaction, job stress and job insecurity at different stages of an integration process following an acquisition. Utilising a three-wave longitudinal survey design before and during integration of a multinational M&A in the manufacturing sector (total N = 620 employees), our results show that both forms of participation are related to subsequent levels of satisfaction, stress and job insecurity, as the integration unfolds. However, the temporal sequence of the relationships across the study timeline differs with the two participation forms. Whilst downward communication appears to have a positive early effect on employees, provision of representative participation shows a longer-term positive impact on employees through and beyond the M&A integration. The apparent variation in the temporal effects across the two channels demonstrate how important it is to utilise a longitudinal design when exploring the impact of the provision of opportunities for employee participation in decision-making.