“Lived experiences heard: real voices, real change” is the motto of this year’s World Mental Health Day. It draws attention to the importance of being heard, but real change only comes about when the experiences and perspectives of those affected are actually incorporated into decisions. In the work context, this is exactly where participation starts.
Participation means that employees can exert an influence on decisions that affect their work, their team or the company. This includes scope for manoeuvre in the design of tasks, having a say in the design of work processes or the development of solutions and measures. The key factor here is not the right to have a say at all times, but that participation is possible in a targeted manner when employees have the relevant knowledge and are able to assume responsibility. Being able to get involved not only improves job satisfaction, it also strengthens one’s own well-being as well as commitment to the company (1, 2). Employees who can actively help shape their work experience autonomy, influence and self-efficacy. This also strengthens how they experience the meaning of their own activities. Meaning arises not only from communicated corporate values but also from employees perceiving their work as meaningful and recognising their own contribution to it (3).
Operational requirements
What is needed in order for real participation to take place in the company are clear participation formats, transparent decision-making processes and a culture in which feedback has an impact. Implemented employee surveys should not end with the presentation of results but should lead to jointly prioritised measures. It also makes sense to participate in process or workplace design, cross-divisional projects and in situations in which employees have experience-based knowledge – for example in the design of work processes or in determining psychological stress in the company (4).
How managers and employees can implement participation in their daily work
In their daily work, managers often decide whether participation actually takes place. By clearly designating decision-making areas and deliberately assigning responsibility, participation becomes tangible for employees in their daily lives. At the same time, it is important to explain transparently what is non-negotiable. Good management combines participation with orientation, priorities and clear responsibilities. Above all, actively listening to suggestions and communicating their own contribution to the company’s success strengthens employees’ loyalty to the company (5).
Participation, however, is not a one-way street. When employees gain influence, they must also be prepared to contribute information, to play their part in decisions and to accept the consequences of their own decisions. Suggestions for improvement should not only be expressed, but responsibility for their implementation should also be shared. This is the only way to turn mere participation into meaningful participation.
Limits of participation
However, participation must not become a covert concentration of responsibilities and work. Not every decision is suitable for obtaining everyone’s opinion. Legal requirements, security-relevant issues, acute crises or decisions with overall strategic responsibility require clear leadership. Participation without real influence also makes no sense. If employees repeatedly experience that their concerns are asked for but not taken seriously or taken into account, this may weaken their willingness to participate further (6).
Conclusion
Participation is not just an inbox for suggestions for improvement, but a form of good work design that combines autonomy, assumption of responsibility and the experience of making a difference with one’s own work. Companies that promote participation increase job satisfaction, meaning, well-being and commitment amongst their employees – provided that the participation is honest, appropriately measured and associated with real room for manoeuvre in decision-making.
Sources
- Grote, G. & Staffelbach, B. (eds.) (2024). Schweizer HR-Barometer 2024: Sinn und Unsinn in der Arbeit.
- Gallie, D., Zhou, Y., Felstead, A., Green, F., & Henseke, G. (2017). The implications of direct participation for organizational commitment, job satisfaction and affective psychological well-being: a longitudinal analysis. Industrial Relations Journal.
- Allan, B. A., Batz-Barbarich, C., Sterling, H. M., & Tay, L. (2019). Outcomes of Meaningful Work: A Meta-Analysis. Journal of Management.
- Gilbert, K., Kirmse, K. A., Pietrzyk, U., & Steputat-Rätze, A. (2020). Gestaltungshinweise für die praktische Umsetzung der Gefährdungsbeurteilung psychischer Belastung. Zeitschrift für Arbeitswissenschaft.
- Gallup (2026). Engagement Index Deutschland 2025.
- Snoep-Delleman, A., Akkerman, A., Sluiter, R., & Manevska, K. (2024). You better watch out: How the supervisor response to worker voice affects promotive voice. International Labour Review.