Reinhard, T., Robinson, J. J., Slone, T., Shipper, F., Weir, J. l., & Wickersham, B., (1991 (December). Journal for Quality & Participation, pp. 46-55.
Abstract
Eventually any proponent of employee involvement (EI) will encounter managerial resistance. Knowing the underlying sources of the resistance aids in overcoming it. Some managers resist EI because of a perceived threat to their egos. EI will also have a difficult time in organizations where the labor-management history is best characterized as distrustful. If top managers are not serving as good role models for EI, neither will the other managers. Three tools have been developed to handle resistance to EI: 1. the organizational readiness assessment (ORA), 2. the client finder scale (CFS), and 3. the negotiation check list (NCL). The ORA can identify specific changes the organizations can make to get ready for EI. The CFS will help the EI representative screen potential managers and improve the chances for success. A successful EI effort requires starting with balanced managers, those who neither exercise too much nor too little control. The NCL ensures that the important points are clarified for all parties.