Employee Participation In Decision Making And Organizational Commitment
(A Case Study Of Neap, Enugu District)
Employee participation in decision making plays a crucial role in fostering organizational commitment, as it enhances employees’ sense of ownership, empowerment, and engagement with the organization. When employees are involved in the decision-making process, they feel valued and respected, leading to higher levels of job satisfaction and commitment. This participatory approach fosters a culture of trust and transparency, where employees feel comfortable expressing their opinions and ideas, ultimately contributing to the organization’s success. Moreover, involving employees in decision making leverages their diverse perspectives and expertise, resulting in more innovative and effective solutions to organizational challenges. As a result, organizations that prioritize employee participation in decision making experience higher levels of commitment, productivity, and overall performance.
The need and aspiration of individuals in an organization are of prime importance to employee. The organization in the other hand sets defined objectives which it strives to accomplish through the employees. The management thus tends to adapt appropriate managerial perspectives in order to fulfill the two set needs for mutual benefits.
This study attempts to find out the dominant factor on how employee participation in decision making in NEPA, Enugu District co-relates with its commitment to the organization.
In doing this, questionnaires were administered among the managers and staff of the organization. During the period of data gathering, the establishment has a total work force of four hundred and seventy (470) staff.
The simple random sampling method was used because of its suitability. After conducting the sampling method, eighty-two (82) employees were selected for this study. This number is made up five (5) managers, five (5) supervisors/officers, sixty seven (67) service staff and five (5) secretaries. It should be noted that the formular which is used for this simple random sampling is the one propounded by Yamani.
Other methods of data collection used in this project work are oral interview and library research.
From the empirical data gathered, the study has shown that majority of workers in NEPA, Enugu.
Title Page
Approval Page
Dedication
Acknowledgment
Abstract
Table of Contents
CHAPTER ONE
Introduction 1
1.1 Background of the Study 1
1.2 Statement of Problems 3
1.3 Purpose of the Study 4
1.4 Research Questions 5
1.5 Significance of the Study 6
1.6 Scope/Limitation of the Study 8
1.7 Definition of Terms 9
CHAPTER TWO
Review of Related Literature 12
2.1 The Concept of Employee Participation 12
2.2 Historical Review of NEPA 14
2.3 Degree of Employee Participation in Decision Making 17
2.4 Organization Commitment to Goal 18
2.5 Employee Participation: Theoretical Perspective 22
2.6 Participation as a Tool in Managing Change 22
References 27
CHAPTER THREE
Methodology and Research Design 28
3.1 Research Design 28
3.2 Area of Study 29
3.3 Population of the Study 29
3.4 Sample & Sampling Procedure/Technique 29
3.5 Instrument of Data Collection 30
3.6 Method of Data Collection 32
3.7 Method of Data Analysis 33
References 34
CHAPTER FOUR
Data Presentation and Analysis 35
CHAPTER FIVE
Findings, Conclusion & Recommendations 48
5.1 Findings 48
5.2 Recommendations 50
5.3 Conclusion 52
Bibliography 54
Questionnaire 57
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Decision making is defined as the process of selecting among alternatives. Decision making is implicitly aimed at picking on alternative solution, which when applied, can solve a given problem. It involves three district stages, namely: intelligence stage which comprises attempt to identify and understand the nature of a solution. The design stage which involves formulating and assessing alternatives. And the choice phase which only entails selecting among possible alternatives.
In organization, particularly business organizations which NEPA is one, decision making is not properly carried out with the result that organizational goals and objectives are not being effectively met. Managers tend to formulate, assess and choose alternatives all alone without the contribution of their employees who have the duty of implementing whatever alternatives they have choosen. The implication is that they disregard certain needs of the employees which must be fulfitted in the decision making process. These needs include performing a worthwhile task, continual personal growth and enjoying self-fulfillment, sharing a in group effort, sharing in setting their objectives, sharing in rewards of their effort. If managers allow employees to play a part in making decision that directly affect them, the employees will show more commitment to carry out the details of these decisions since the decision will generally suit their level of aspiration and this will go well with them.
This study will examine the extent of which employee participate in decision making, organizational commitment and favourable work attitude in NEPA district Enugu. Employee participation in decision making and organizational commitment have two key concepts in this study, which refers to managerial approach whereby workers or employees are allowed to take part in making decisions which affect them in an organization. Employee participation has been defined as mental and emotional involvement of persons in group situations that encourage them to contribute to group goals, objective and share responsibility for them. It spots light on the degree of authority enjoyed by the employee in decision making process. It should be noted that management styles are as follows; autocratic, benevolent autocratic, consultative participative and radically participative. The later organizational commitment represents an agreement on the part of the employees with the goals and objectives of the organization and a willingness to work towards these goals. But employees are more favourably disposed towards giving off very best as it concerns the overall aspiration of their organization. The terms will however be more explained afterwards.
1.2 STATEMENT OF THE PROBLEM
The unending cry all over the country is that the average Nigeria workers commitment to his work and organization often feels indifferent and less concerned to the goals and objectives of the organization where his work is an unfortunate development that should worry the likes of those who genuinely love Nigeria and would love to see it properly founded in a sound economic pedestal. Poor organizational commitment is a problem that invariably threatens any organization that experiences it. Nothing works the way it should be because of the ill disposition of employees to the demands of their various responsibilities. NEPA is an organization that obviously needs a highly committed work force for it to achieve its set goals and objective. And this commitment can only be achieved under a condition in which the employees are allowed to take part in making decisions that directly affect them and hence perceive and have their priority needs and expectations fulfilled by the organization. This condition is simply what employee participation is all about. Therefore, the need to find answers to the following questions becomes pertinent.
Does any relationship exist between employee participation in decision making and organization commitment?
If it does, what is the nature of such relationship? How can employee participation be worked out such that the goals of the organization will be met?
It should be noted that providing answers to these in mind bugging questions is what this study is intended to establish.
1.3 PURPOSE OF THE STUDY
This study quite expectedly has set a number of aims which it strives to accomplish. The purposes of this study are as follows;
(i) To find if employee participation, in decision making might be positively related to employee commitment into work.
(ii) To determine the particular degree of employee participation that is dominant in NEPA district Enugu.
(iii) To emphasize the need for managers, to always allow proper degree of employee participation.
(iv) To establish the extent to which lack of employee participation in decision making has been instrumental to the level of low productivity in NEPA district Enugu.
1.4 RESEARCH QUESTIONS
(i) Do managers need to allow proper degree of employee participation in their organization?
(ii) Is lack of employee participation in decision making responsible for low productivity level in NEPA district Enugu.
(iii) Is employee participation positively related to employee commitment.
(iv) Does any relationship exist between employee participation in decision making and organization commitment to work.
1.5 SIGNIFICANCE OF THE STUDY
The significance of the research are patently evident and needs not to be labourers. Participation is a useful theory that works in practice in a variety of jobs. It ensures that workers views on matters that affect them are sought to enable them reasonably satisfy the top for need of Maslow’s hierarchy theory as well as improve the psychological health of workers as citizen. These needs are those safety and security, belonging and affection/social ego needs for self actualizatives and fulfillment. An organization cannot achieve its goals and objective if it does not have committed employees and if it also cannot utilize their potentials to the fullest. Besides, employee participation can be applied to characterize very tall organization structure with the feature of a flat decentralized organization such as giving a subordinate more freedom to do the job his own way, allowing him use more of his initiative, permitting him satisfy his egoistic needs it needs for knowledge, achievement, competence, independence, self respect, recognition, respect from others etc.
These features as enumerated also correlate directly with organizational commitment.
To this extend, the study is “significant” in exposing such errors in motivation strategy in organization. It is hoped that the management of NEPA will use the findings of this research in order to arrange organizational conditions and methods of operation so that the employee can achieve their own goals best by directing their own efforts towards the objectives of the organization in which they work.
Beside, enabling NEPA to achieve its target of increased productivity, this study will equally be beneficial to modern managers of various establishments and industries who are now better armed with the necessary tools to engender higher productivity to the Nigeria economy that will as a result of this employee involvement, enjoy a fantastic boom from its chequred history of unproductively. In theory, this work will contribute to the on going efforts among students of organizational behaviour to highlight employee participation as an effective way to motivate the worker to put in his best for the organization. Equally, this research study would support immensely other workers in this area. Some writers are in accord that employee participation has potentials for engendering organizational commitment.
1.6 SCOPE/LIMITATION OF THE STUDY
1.6.1 Scope
This work covers employee participation in decision making and organizational commitment as it affects NEPA District Enugu.
1.6.2 Limitations
The researcher in carrying out this work was faced with difficult situation, such difficulties are shortage of resources, non-response etc. Questionnaires for this study were distributed on different occasions before the desired number could be gotten. Remainders were sent to some other respondent, stressing the important need to have this, questionnaires were sent to fresh respondents, made imperative as those intended to serve the desired need did not contain sufficient information. All these needed substantial resources to over come. It was however, gladdening to note that the research was successfully carried out and the fact that it was done in the same establishment, the researcher’s work made matters easier, the researcher enjoyed a cosy and friendly relationship with respondents who were colleagues and were very co-operative in making available vital materials and information needed for this study.
1.7 DEFINITION OF TERMS
1.7.1 Organizational Commitment
This spot lights on the extent at which employees identify with organization goals, value organization membership and intend to work hard to obtain the over all organizational aim. Commitment can best be explained by reviewing what straw referred to as “attitudinal commitment as against behavioural commitment”. Attitudinal commitment represents a strong positive attitude towards the organization accompanied by behavioural intention to work hard for the organization.
1.7.2 Employee Participation
This refers to the involvement of workers in organizational activities which are broadly categorized implementation. For the purpose of this study employee participation is taken to mean employee participation in making decision that affect them in their work, committed to their work and organization. It means sharing with the managers in the decision making authority.
1.7.3 Organization
This refers to a group of persons or individuals united for the purpose of accomplishing stipulated goal(s) and objective(s) for the overall benefit of members or the group (NEPA).
1.7.4 Managers or Management
This refers to the persons charged with decision making relating to duties in a business organization.
1.7.5 Employee or Worker
This refers to the person that implements decision in a business organization.
1.7.6 Motivation
This refers to those conditions that energize, direct and sustain an employee’s behaviour in work situation and which pull him towards achieving certain goals through work.
1.7.7 Extrinsic Factor
This refers to material reward for work such as salary, security, promotion, fringe benefits. They are also called instrumental factors.
1.7.8 Outcome Correlates
These are factors that are readily consequence of employee organizational commitment, they include performance turnover and absenteeism.
Employee Participation In Decision Making And Organizational Commitment:
Employee participation in decision making and organizational commitment are two important aspects of workplace dynamics that can significantly impact an organization’s success and the satisfaction of its employees. Let’s explore each of these concepts and their relationship:
- Employee Participation in Decision Making: Employee participation in decision making refers to the involvement of employees in the process of making choices that affect their work and the organization as a whole. This participation can take various forms, including:
- Consultative Decision Making: Employees are asked for their input, but the final decision is made by management.
- Collaborative Decision Making: Employees and management work together to make decisions.
- Autonomous Decision Making: Employees have the authority to make decisions within their own areas of responsibility.
The benefits of employee participation in decision making include:
- Increased Employee Engagement: When employees have a say in decisions that affect them, they are more likely to feel engaged and invested in their work.
- Enhanced Creativity: A diverse range of perspectives can lead to more innovative and effective solutions.
- Improved Job Satisfaction: Employees who feel that their opinions are valued tend to be more satisfied with their jobs.
- Organizational Commitment: Organizational commitment refers to an employee’s emotional attachment to, identification with, and involvement in the organization they work for. There are three primary types of organizational commitment:
- Affective Commitment: This is when employees feel a strong emotional attachment and loyalty to the organization. They genuinely want to stay and contribute.
- Continuance Commitment: This form of commitment is based on the perceived costs associated with leaving the organization, such as loss of benefits or seniority. Employees with continuance commitment stay because they believe they have to.
- Normative Commitment: Normative commitment arises from a sense of obligation. Employees with this type of commitment stay with the organization because they feel it’s the right thing to do.
Now, let’s examine the relationship between employee participation in decision making and organizational commitment:
Positive Relationship: When employees are actively involved in decision-making processes within the organization, they are more likely to develop a sense of ownership and loyalty towards the organization. This can lead to higher levels of affective commitment. When employees feel their opinions matter and that they have a stake in the organization’s success, they are more likely to be committed to its goals.
Moderating Factors: The relationship between employee participation and organizational commitment can be influenced by various factors, such as the organization’s culture, the extent of participation, and individual preferences. For instance, excessive or forced participation may have a negative effect if employees perceive it as insincere or if their input is consistently ignored.
In conclusion, encouraging employee participation in decision making can foster a positive organizational culture and enhance employee commitment. However, it should be implemented thoughtfully, taking into account the unique needs and preferences of employees and the overall organizational context. When done right, it can lead to a win-win situation where employees feel more engaged and committed, and the organization benefits from their increased dedication and creativity.