Impact Of Employees Participation In Decision Making And Organisational Productivity
(A Case Study Of Anammco Company Enugu)
Employees’ participation in decision-making processes significantly influences organizational productivity, fostering a collaborative environment where individuals feel valued and empowered. When employees are actively engaged in decision-making, leveraging their diverse perspectives and expertise, it enhances problem-solving, innovation, and the quality of decisions made. This participative approach fosters a sense of ownership and commitment among employees, leading to increased morale, job satisfaction, and loyalty. Moreover, by involving employees in decision-making, organizations tap into their collective intelligence, resulting in more informed and effective strategies. As a consequence, productivity is heightened as employees feel motivated to contribute their best efforts towards shared goals, leading to improved performance, efficiency, and ultimately, organizational success.
Decision is the point at which plans, policies and objectives are translated into concrete action. It is noted that Managers, do consider decision making to be the heart of their job in that they must always choose what is to be done, they influences the ordinary employees in decision making.
The objective of the research is to know the impact of employees participation in decision making on organizational productivity in Nigerian public sector organizations.
Structural questionnaires were administered to 210 respondents which include the management (senior) and intermediate staff of the company, through the employees participating in the decision making will result to high productivity in the organization.
Data collected are analysed in a tabular form using a simple percentage of formular to get the findings. The results were discussed in terms of the need for the employee to participate in the decision making in an organization to boost productivity.
Cover page
Title page
Approval page
Dedication
Acknowledgement
Abstract
Table of contents
List of Tables
CHAPTER ONE:
1.0 Introduction
1.1 Background of study
1.2 Statement of problems
1.3 Purpose of the study
1.4 Scope of the study
1.5 Research Hypothesis
1.6 Significance of the study
1.7 Limitation of the study
1.8 Definition of Terms
CHAPTER TWO
2.0 Review of Related Literature
2.1 The Concept of participation
2.2 Factors that influence participation
2.3 Prerequisites for participation
2.4 Forms of Employees participation
2.5 Different needs for participation
2.6 View Expressed
2.7 Constraints to participate
2.8 Argument for participation
2.9 Argument against participation
References
CHAPTER THREE
3.0 Research Design and Methodology
3.1 Research Design
3.2 Area of the study
3.3 Population of the study
3.4 Sample and Sampling procedure
3.5 Instrument for data collection
3.6 Validation of the instrument
3.7 Reliability of the instrument
3.8 Method of data collection
3.9 Method of data analysis
References
CHAPTER FOUR
4.0 Data Presentation and Analysis
4.1 Presentation and Analysis of Data
4.2 Testing of Hypothesis
4.3 Summary of Results
References
CHAPTER FIVE
5.0 Discussion, Recommendation and Conclusion
5.1 Discussion of Result/Findings
5.2 Conclusion
5.3 Implications of Result/Findings
5.4 Recommendations
5.5 Suggestions for further research
Bibliography
Appendix
Appendix
1.1 BACKGROUND OF THE STUDY:
It should be known first that a decision is a choice whereby a person forms a conclusion about a situation Costello, I Wand Zalkind, S.S. (1963 p. 334), confined the term decision making, to a choice process, choosing one from among several possibilities. However, election theory in Costello, T.W. et al (1963, p. 387) largely considers decision as asking the process of making a single choice among course of action at a particular point in time. This depicts a course of behaviour about what must be done or vice versa.
Decision, however, is the point at which plans, policies and objectives are translated into concrete actions. Planning engenders decision guided by company policy and objectives, policies, procedures and programmes. The aim of decision making is to channel human behaviour towards a future goal.
Decision making is one of the most germane activities of management. It has been the preoccupation of all the management of multifarious organization ranging from small-scale organization to multinational corporations.
Managers many at times consider decision making to be the heart of their job in that they must always choose what is to be done, who will do it, when, where and most of the time how it will be done.
Traditionally, managers influence the ordinary employees and specifically, their immediate subordinate in the organization. This has resulted in managers making natural decision even in area affecting their subordinates. In Germany, around 1951, a law enacted which provides for code termination and requires labour membership in the supervisory board and executive committee of certain large corporations. However, the participation of labour in decision making process results to relatively and peacefully labour management relations.
Additionally, the Japanese management WSES decision making by concensus in which lower – level employee initiate the reaches the desk of the top executive. If the proposal is approved, it is returned to the initiator for implementation.
It is in this context, that the researcher wishes to assess the impact of employees participation in decision making on organisational productivity in Nigerian Public Sector organization, using Anammco Company as a case study.
1.2 STATEMENT OF THE PROBLEM:
There has been a lot of controversy as to whether an employee should participate in managerial decision making or not. Some writers argued that employees where it affects them or their jobs, it is expected that such participation will serve as training and testing ground for future members of upper management.
In Nigeria, experts that refuted the above assertion see the arrangement as a symptom of malorganisation. They maintained that, qualified, reasonably, honest and company oriented individuals are not available at these lower organizational level. But the big question is, are qualified individuals really available? All these underlay the need for investigation study.
1.3 PURPOSE OF THE STUDY:
The general purpose of this empirical study is to assess the impact of employees participation in managerial decision making in public sector organization in Nigeria with reference to Anammco Company Limited.
1. To assess the impact of employees participation in management decision making.
2. To ascertain the impact of employees participation or non-participation in management decision on productivity of the organization.
3. To make recommendation based on the research findings.
1.4 SCOPE OF THE STUDY:
This research work focuses particularly on the impact of employees participation in decision making and organizational productivity using Anammco Company, Enugu as a case study.
1.5 RESEARCH QUESTIONS:
In a view to accomplishing this research work effectively, the research poses the following:
1. Do management staff make decision without per and post discussion and consultation with employees?
2. Do management change decision when rejected by employees?
3. To what extent do employees participate in decision making?
4. How often do employees meet to discuss without managers?
1.6 RESEARCH HYPOTHESIS:
The researcher formulates the following hypothesis base on the objectives and problems of this research work.
Ho: Management staff makes decision without per and post discussion and consultation with employees.
1.7 SIGNIFICANCE OF THE STUDY:
This research work will be relevant to the managers and employees of Anammco Company.
It will also be beneficial to other public sector organization in Nigeria – it will also be of prodigious importance to government, academically, potentially and future researches on the issue of employee participation in managerial decision making. This empirical study is also germane to the researcher since it is a partial requirement for the award of Higher National Diploma in Business Administration and Management.
1.8 LIMITATION OF THE STUDY:
A work of this nature is not easy to consummate or accomplish. And, as a result, financial problem, time constriaints, apathy on the part of the respondents and bureaucratic procedures involved in releasing data seriously affected the study.
1.9 DEFINITION OF TERMS:
1. Decision Making: The selection from among alternative of
a course of action.
2. Management: Management is made up of top and middle level
management. Top management include shareholder, Board of Directors, Managing Director, or Chief Executive/General Manager (i.e management above departmental level), middle management includes Heads of Department, Managers, Deputy and Assistant Managers.
3. Productivity: A measure of how well resources are brought
together in organization and utilized for accomplish a set of results.
4. Germane: Relevant, important, pertinent.
5. Heart of their job: As it is used in the research work means
their main job.
SHARE PROJECT MATERIALS ON:
Impact Of Employees Participation In Decision Making And Organisational Productivity:
The impact of employee participation in decision-making on organizational productivity can be substantial. When employees are involved in the decision-making process, it can lead to several positive outcomes that contribute to improved productivity and overall organizational success. Here are some ways in which employee participation can influence productivity:
- Increased Ownership and Motivation: When employees have a say in the decisions that affect their work, they feel a sense of ownership and responsibility. This sense of ownership can boost their motivation to perform well and contribute positively to the organization’s goals.
- Enhanced Job Satisfaction: Employees who feel that their opinions are valued and taken into consideration are likely to experience higher levels of job satisfaction. Satisfied employees tend to be more engaged and productive in their roles.
- Innovative Solutions: A diverse group of employees from different levels and departments can bring unique perspectives to decision-making. This diversity can lead to more creative and innovative solutions to organizational challenges, ultimately improving processes and productivity.
- Better Problem Solving: Employee participation often leads to collaborative problem-solving. When employees are involved in decision-making, they can contribute their insights and expertise, leading to better-informed decisions and more effective solutions.
- Reduced Resistance to Change: Involving employees in decision-making can help reduce resistance to change. When employees understand the reasons behind decisions and have the opportunity to provide input, they are more likely to support and adapt to changes in processes, systems, or strategies.
- Improved Communication: Decision-making involving employees requires effective communication. This can lead to better communication practices throughout the organization, which in turn can enhance coordination, reduce misunderstandings, and streamline workflows.
- Higher Employee Engagement: Engaged employees are more committed to their work and the organization’s goals. Participating in decision-making is a key driver of engagement, as it signals that their opinions matter and their contributions are valued.
- Faster Decision Implementation: When employees are part of the decision-making process, they are more likely to understand the rationale behind decisions and the expected outcomes. This understanding can lead to smoother and quicker implementation of decisions.
- Adaptability and Flexibility: Organizations that involve employees in decision-making are often more adaptable to changing market conditions and evolving customer preferences. This adaptability can lead to improved competitiveness and sustained productivity.
- Organizational Learning: Employee participation fosters a learning culture within the organization. As employees engage in decision-making and share their insights, knowledge spreads, leading to continuous improvement and growth.
However, it’s important to note that while employee participation in decision-making can have numerous benefits, it’s not a one-size-fits-all approach. The level of participation should be aligned with the organization’s culture, structure, and goals. Additionally, not all decisions require equal employee involvement; some decisions may still need to be made by management or specialized teams. Finding the right balance is crucial for maximizing the positive impact on productivity.