A munkavállalói bevonás lehetőségei és korlátai: egy bevonást célzó vezetői döntés hatásának vizsgálata egy hazai középvállalatban
Employee Participation in practice: Opportunities and constraints in the context of participation oriented managerial decision. Case study of hungarian SME’s

Summary/Abstract: At the context of Hungarian SMEs, managerial decisions have a significant impact on employee engagement and workplace learning environments. The aim of this study is to examine the extent to which a top management decision intended to foster participation can promote employees’ actual involvement. Previous research suggests that formal decision-making does not necessarily lead to genuine employee participation. Through the analysis of a single case study, this research explores the conditions and limitations under which participation originating from managerial intent becomes realised in practice, and how this process influences the workplace learning environment. The research uses qualitative methodology, based on semi-structured interviews, to analyse the organisational changes based ont he managerial decision. The interviewees represent various managerial and non-managerial levels, enabling a multi-perspective understanding of decisionmaking processes and employee participation opportunities within the organisation. Findings indicate that although the managerial decision formally established the structural framework for shared decision-making, employee participation shows only to a limited extent. Information sharing became more intensive and new communication channels were introduced; however, actual decentralisation of decision-making did not occur. The leadership style continues to reflect classical hierarchical patterns, which hinder the development of a supportive learning environment. As a result, the intended participatory effects of the managerial decision are only partially present in the organisation’s daily operations. RECOMMENDATIONS The study highlights that employee participation does not emerge solely as a result of a managerial decision. Transitioning away from a classical leadership style requires deeper organisational and cultural change, demanding time, consistency, and the leader’s personal commitment to learning. The research contributes to a better understanding of the mechanisms through which employee participation is established and offers practical guidance for organisations seeking to strengthen participatory practices.

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