INVOLVEMENT, MOTIVATION, AND REORGANIZATION IN A SOCIAL-SERVICES DEPARTMENT

This article reports aspects of research in the reorganization of a lo cal government social services department. It focuses on the issues of involvement, participation, and motivation, utilizing classic and con temporary concepts as a basis for discussing the empirical evidence. I t is argued that the intention to allow greater participation foundere d on the paradox that these changes lacked the explicit direction whic h became necessary in the context of sudden changes in the wider polit ical and organizational environment. In conclusion, it is suggested th at this case study shows a need for explicit leadership and direction if participation is to be fostered in hierarchical work organizations as a means of creating motivated staff and external contributors to th e services provided.