The scholarship of
motivation theory has been widely discussed in a number of studies. This paper
summarizes and criticizes the article entitled “Participatory organizational change in community-based health and human
services: From tokenism to political engagement,” by Bess, Prilleltensky,
Perkins, & Collins, 2009.
According to the authors’
of this article, community-based human service organizations have a significant
responsibility of enhancing processes for participation. The efforts should be
based on establishing practices for engagement and participation within the existing
individual-wellness model regarding human services. For example, the authors’
argue that addressing the collective social well-being necessitates
organizations to respond to the community’s justice needs, as well as establish
a more openly political approach in engaging community participation (Bess, Prilleltensky, Perkins, &
Based on two comparative
case studies of organizations, the authors’ demonstrates the practical process that
could used to transform the organizations’ practice and managerial model. The process
moves from the first-order approach, ameliorative change, towards the promotion
of the second-order, that is, the transformation based on approaches that focus
on empowerment and participation to change the existing community conditions. The
article discuses four critical participatory tensions including partners versus
clients, passive versus active participation, surplus subjection versus combined
efficacy, and reflection versus action (Bess, Prilleltensky, Perkins, & Collins, 2009).
The authors’ incorporates
hedonic, cognitive, and growth motivation theories to help community-based
service organizations to engage and empower community participation. The author’s arguments is convincing in the view
that organizations can serve as a significant catalyst for community change and
promote the social well being. For scholar-practitioners working in the field
of HR, the article offers an important value of “token empowerment,” which
mandates the organizations to extend collective wellness not only to its
members, but also to promote and build on openly politically participatory
practices (Bess, Prilleltensky,
Perkins, & Collins, 2009).
In conclusion, gaining
public involvement and participation is paramount for any organization to carry
out its activities. It serves to achieve greater community involvement in
decision makings, which helps the organizations to identity and respond to the community
Bess, K. D., Prilleltensky, I., Perkins, D. D., & Collins, L. V. (2009). Participatory organizational change in community-based health and human services: From tokenism to political engagement. American Journal of Community Psychology, 43(1/2), 134–148.
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