| Abstract: | The present study investigated the effect of culture on a much-prescribed management practice, that of employee participation in decision making. A survey was conducted among employees from two countries culturally distinct in the dimensions of power distance and individualism, namely Canada and the Philippines. Given eight decision-making scenarios that varied in terms of whether voice and/or choice was given to the employee and in terms of the importance of the outcomes, the respondents were asked about their perceptions of fairness of the procedures and outcomes, satisfaction with the procedures and outcomes, and preference for the decision-making procedures. Results show a highly significant country decision-making mode outcome importance interaction effect, but not in the directions expected. Overall, the Philippine sample registered more positive reactions to participation in decision making, although the Philippines' higher rank in power distance and lower rank in individualism than Canada seem to indicate otherwise. The results, together with a previous study conducted in high power distance-low individualism Mexico, forcefully suggest that employee participation in decision making may be successfully transferred. |
