ASSESSMENT OF EMPLOYEE PARTICIPATION IN DECISION MAKING ON BUSINESS ENTERPRISES PERFORMANCE

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CHAPTER ONE INTRODUCTION

Employee participation in decision-making, also known as participative decision-making, has to do with shared
decision-making in the workplace (Mitchell, 1973). PDM is the degree to which employers encourage or allow
employee participation in organizational decision-making (Talib & Rahman, 2010). Since the 1940s, the impact of
PDM on performance has been studied. However, as American businesses encountered competitive challenges requiring
higher performance levels, techniques such as PDM gained renewed interest in the 1980s (Paul, Niehoff, Turnley, 2000).
Studies argued that PDM is a crucial element in improving job satisfaction in organizations (Black & Gregersen, 1997;
Kim, 2002; Han, Chiang, & Chang, 2011), and previous research proved that employee participation is a way for
management to increase worker satisfaction (Cotton, Vollrath, Froggatt, Lengnick-Hall, Jennings, 1988). A definition of
participation is involvement (Vroom, 1974), implying that managers must treat their employees fairly to accomplish
organizational goals. Employee participation in organizational decision-making has a place within the hierarchy of
needs (Mitchell, 1973; Vroom, 1974). Being involved in decision-making may be a challenge for many employees but
may also increase their motivation (Scott & Marshall, 2004). Employee participation plays a key role in effective
implementation of management strategies and employee job satisfaction (Harber, Marriott, Idrus, 1991; Ardichvili, Page,
Wentling, 2003)

Background of the Study

Presently, organizations have recognized the need of employee participation in achieving organizational objectives. Majority of firms that employ participative management approach have recorded dramatic breakthrough in the area of operational cost, high profit margin and work productivity. Through employee participation, individuals are offered the chance to carryout job responsibilities, and partake in decision making for the whole welfare of the firm (Management study guide, MSG 2016).

In some firms most recent, the power of formulating decision depends on the magnitude of confidence gained from a certain jobs. These avails for employees to make certain recommendations and conclusion needed to achieve organizational objectives. Employee involvement has contributed either positively on firms achievement. Research by MSG (2016) noted that, employee participation has promoted the level of individuals satisfaction on the job. When people have the feeling that they are being involved in decision making process, of the firm they are happy and satisfied. This is because, that only can motivate them to put in their best even when the monetary reward is not forth coming. They are not demoralized in making sure that organizational goals and objectives are being achieved. Again, employee participation in decision making is seen as a great contributor to organizational success. A study conducted by Cooke (1994) employing 841 companies in Michigan in United states of America noted that employee involvement has positive impact on organizational performance due to increased output, quality and time reduction. It is vital in improving organizational decision making capabilities, attitude towards work, employee well being and productivity in the organization (Jones, Kalmi, and Kauhanen, 2010).

RELATED PROJECT  ACHIEVING ORGANIZATIONAL GOALS THROUGH EFFECTIVE HUMAN RELATIONS PRACTICE

Statement of the Problem

Many scholars and managers contend that if employees are adequately informed about matters concerning them and
given the chance to make decisions related to their work, there will be benefits for both the organization and the
individual (Shadur, Kienzle, Rodwell, 1999). PDM enhances production efficiency, employee morale, and job
satisfaction; it also builds a better sense of control and trust in the employees (Chang & Lorenzi, 1983). When
employees are afforded opportunities to contribute ideas and suggestions in decision-making, firm performance may
increase because deep employee participation in decision-making maximizes the diversity of perspectives (Kemelgor,
2002). Sashkin (1976) in his research defines the outcomes of PDM as quality improvement. Better information flow
and use clarify task goals, thus producing qualitatively better decisions. Support for the participative approach and how
its effects continue can be time-consuming due to learning through behavioral practice, which represents the behavioral
process effect. However, potential benefits gleaned from greater employee participation in decision-making depend on
whether employee interests align with firm interests (Ogden, 1992; Spreitzer & Mishra, 1999).

TABLE OF CONTENTS

Pages

            Title page       –           –           –           –           –           –           –           i

Approval page          –           –           –           –           –           –           ii

Certification              –           –           –           –           –           –           iii

Dedication     –           –           –           –           –           –           –           iv

Acknowledgments – –           –           –           –           –           –           v

Abstract         –           –           –           –           –           –           –           vii

List of Tables            –           –           –           –           –           –           viii

Table of Contents –  –           –           –           –           –           –           ix

RELATED PROJECT  IMPROVING EMPLOYEES MORALE AND PERFORMANCE THROUGH EFFECTIVE COMMUNICATION (A CASE STUDY OF AIRTEL NIGERIA LIMITED, UYO)

 

CHAPTER ONE

INTRODUCTION

1.1       Background of the Study    –           –           –           –           –           1

1.2       Statement of the Problem    –           –           –           –           –           4

1.3       Objectives of the Study       –           –           –           –           –           5

1.4       Research Questions –           –           –           –           –           –           5

1.5       Statement of Hypothesis     –           –           –           –           –           6

1.6       Significance of the Study    –           –           –           –           –           6

1.7       Scope of the Study   –           –           –           –           –           –           7

1.8       Limitations of the Study     –           –           –           –           –           7

1.9       Organization of the Study   –           –           –           –           –           8

1.10    Definition of Terms –           –           –           –           –           –           9

 

CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1       Conceptual Framework       –           –           –           –           –           10

2.1.1   Work Structures and Processes     –           –           –           –           12

2.1.2   Problem Solving Task Forces         –           –           –           –           14

2.1.3   Teamwork     –           –           –           –           –           –           –           15

2.1.4   Work Commitment  –           –           –           –           –           –           16

2.15    Employee Loyalty    –           –           –           –           –           –           17

2.1.6   Job satisfaction        –           –           –           –           –           –           19

2.2       Theoretical Framework       –           –           –           –           –           20

2.2.1   Creating and Sustaining Superior Performance  –           –           20

2.2.2   Theory of Employee Voice and Participation by Tom

Wilkson and Fay (2011)     –           –           –           –           –           21

2.3       Empirical Framework          –           –           –           –           –           22

2.3.1   The Impact of Employee Participation in Decision

Making in Organizations    –           –           –           –           –           22

2.3.2   The Challenges of Employee Participation in Decision

Making in Organizations    –           –           –           –           –           24

 

 

CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

3.1       Research Design       –           –           –           –           –           –           27

3.2       Population of the Study      –           –           –           –           –           27

3.3       Sampling Techniques          –           –           –           –           –           27

3.4       Sample Size   –           –           –           –           –           –           –           28

3.5       Instrumentation        –           –           –           –           –           –           29

3.6       Plan for Data Analysis        –           –           –           –           –           29

3.7       Problems of Data Collection          –           –           –           –           31

 

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1       Analysis of Research Questions    –           –           –           –           32

4.1.1   Research Question One –    –           –           –           –           –           32

RELATED PROJECT  EFFECT OF CHANGE MANAGEMENT ON WORKER’S PERFORMANCE

4.1.2   Research Question Two      –           –           –           –           –           33

4.1.3   Research Question Three    –           –           –           –           –           34

4.1.4   Research Question Four      –           –           –           –           –           35

4.2       Test of Hypotheses  –           –           –           –           –           –           36

4.2.1   Test of Hypothesis One       –           –           –           –           –           36

4.2.2   Test of Hypothesis Two      –           –           –           –           –           39

4.2.3   Test of Hypothesis Three    –           –           –           –           –           42

4.2.4   Test of Hypothesis Four      –           –           –           –           –           45

4.3       Discussion of Findings        –           –           –           –           –           48

 

CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1       Summary of Findings          –           –           –           –           –           51

5.2       Conclusion    –           –           –           –           –           –           –           52

5.3       Recommendations   –           –           –           –           –           –           52

References

Appendix I

Appendix II

 

LIST OF TABLES

Pages

Table 3.1: Sample selection           –           –           –           –           –           28

Table 4.1.1: Responses to research question one.         –           –           32

Table 4.1.2: Responses to research question two          –           –           33

Table 4.1.3: Responses to research question three        –           –           34

Table 4.1.4: Responses to research question four         –           –           35

Table 4.2.1A: Observed Frequency for Hypothesis One          –           37

Table 4.2.1B: Expected Frequency for Hypothesis One-         –           38

Table 4.2.1C: Comparison of observed with expected

Frequencies to Hypothesis One     –           –           –           –           –           38

Table 4.2.2A: Observed Frequency for Hypothesis Two          –           40

Table 4.2.2B: Expected Frequency for Hypothesis Two          –           41

Table 4.2.2C: Comparison of observed with expected

Frequencies to Hypothesis Two    –           –           –           –           –           41

Table 4.2.3A: Observed Frequency for Hypothesis Three       –           43

Table 4.2.3B: Expected Frequency for Hypothesis Three        –           44

Table 4.2.3C: Comparison of observed with expected

Frequencies to Hypothesis Three  –           –           –           –           –           44

Table 4.2.4A: Observed Frequency for Hypothesis One          –           46

Table 4.2.4B: Expected Frequency for Hypothesis Four          –           47

Table 4.2.4C: Comparison of observed with expected

Frequencies to Hypothesis Four    –           –           –           –           –           47

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