Organizational correlates of perceived role performance in the research laboratory

It is shown through an empirical study that scientists perceive themselves at higher levels of role performance in research laboratories managed through the so-called organic system identified by T. Burns and G.M. Stalker, 1966. It is the hypothesis of the author that the more organic the system of management, the higher the perceived role performance of the individual scientist. The study involved a survey of five research institutes populated by scientists who held faculty rank in a state university and who for the most part were performing basic and applied research in the physical sciences. The findings of this study replicate the empirical results of previous studies which have shown that scientists tend to perceive themselves at high levels of role performance in laboratory settings managed through the organic system. The evidence indicates that perceived and actual role performance in the research laboratory will be improved if the individual scientist is encouraged and permitted to participate actively and regularly in the setting of objectives and the making of decisions that affect his research projects.