EMPLOYEES
PARTICIPATION IN DECISION MAKING AND ORGANIZATIONAL PRODUCTIVITY :( THE STUDY
OF ABUJA MUNICIPAL AREA COUNCIL (AMAC) ABUJA)
ABSTRACT
The
study is a perception survey of employees’ participation in decision making and
organizational productivity in Abuja Municipal Area Council. It defines employees’
participation in decision making as a process of sharing influence in decision
making among individuals who are otherwise hierarchically unequal. It assumes
that involvement of employees in decision making increases their commitment and
organizational productivity. The research question addressed the extent of the
relationship between employee’s participation in decision making and increase
employed commitment and organizational productivity among some selected
entrepreneurs, managers and staff of various businesses and civil servants in
Abuja Municipal Area Council (AMAC). A descriptive research design was used in
executing the study using 75 randomly selected respondents from a population of
100 employees for questionnaire administration. However, 50 questionnaires were
returned. In addition, there were face to face interviews and collection of
secondary data for the study. The core aspect of the study is the use of
chi-square statistically analytical technique to analyze primary data obtained.
Results from the data analysis indicated that significant relationship exists
between employee’s participation in decision making and increased employee’s
commitment and organizational productivity. The research therefore concluded
that significant relatively, exists between employee’s participation in
decision making and organizational production in Abuja Municipal Area Council
(AMAC). Also we recommend among others: encouragement of work teams, training
and re-training of employees, improvement of reward system and improvement of
internal communication channels.
TABLE
OF CONTENTS
Title page- - - - - - - - - - -
i
Declaration - - - - - - - - - - -ii
Approval page- - - - - - - - - -iii
Dedication - - - - - - - - - -iv
Acknowledgement- - - - -- - - - - -v
Abstract - - - - - - - - - -vi
Table of contents - - - - - - - - -vii
List of Tables- - - - - - - - - - -viii
CHAPTER
ONE - - - - - - - - -
1.1
Introduction - - - - - - - - -
1.2
Background to the study - - - - - - -
1.3
Statement of Problem - - - - - - - -
1.4
Objectives of the study - - - - - - -
1.5
Research Questions - - - - - - - -
1.6
Statement of the Hypothesis - - - - - - -
1.7
Significance of the study - - - - - - -
1.8
Justification of the study - - - - - - -
1.9
Scope of the Study - - - - - - - -
1.10
Definition of the study - - - - - - -
CHAPTER
TWO
2.0 Introduction - - - - - - - - -
2.1 Conceptual Framework- - - - - - - -
2.2 Theoretical Framework- - - - - - - -
2.3 Literature on the subject matter- - - - - - -
CHAPTER
THREE: RESEARCH METHODOLOGY
3.0 Area of study- - - - - - - - - -
3.1 Research Design- - - - - - - - -
3.2 Sources of Data- - - - - - - - -
3.3 Study Population and Determination of
Sample Size- - - -
3.4 Research Instrument - - - - - - - -
3.5 Procedure for Data Collection- - - - - - -
3.6 Technique of Data Analysis- - - - - - - -
3.7 Limitation of the studies - - - - - - -
CHAPTER
FOUR: DATA ANALYSIS, FINDINGS AND DISCUSSION
4.0 Data Analysis, Findings and Discussion- - - - - -
4.1 Findings of the study - - - - - - - -
4.2 Discussion of the findings - - - - - - -
CHAPTER
FIVE: SUMMARY OF FINDINGS CONCLUSIONS AND RECOMMENDATIONS
5.0 Summary of findings - - - - - - - -
5.1 Conclusions - - - - - - - - -
5.2 Recommendations - - - - - - - -
5.3 Proposal for further reading - - - - - - -
Bibliography - - - - - - - - -
Appendix I: Letter of Introduction - - - - - -
Appendix II: Questionnaire - - - - - - -
LIST
OF TABLES
Figure
1……………………………………………………………………..14
Figure
2 ……………………………………………………………………..16
Figure
4.2- 4.12……………………………………………………………..25
Figure
2 ………………………………………………………………….47-59
CHAPTER
ONE OUTLINE
1.1
Introduction
1.2
Background to the study
1.3
Statement of Problem
1.4
Objectives of the Study
1.5
Research Questions
1.6
Statement of the study
1.7
Significance of the study
1.8
Justification of the study
1.9
Scope of the study
1.10
Definition of terms
CHAPTER ONE
1.1
INTRODUCTION
Employee’s
participation in organization decision making platform remains a key factor to
determining the performance of individuals and groups in an organization.
Organizational
productivity is the result of quality attributes of employees.
Employee’s
participation in decision making bring about commitment that leads to increased
productivity in various aspects of the organization effort of success.
The
effect of employee’s participation in decision making of an organization cannot
be over emphasized, as employee’s participation in decision making can be
beneficial to any company in many ways such as improving commitment,
productivity, morale and harnessing internal resources and team work.
Any
organization that want a total commitment of their employee’s must give room
for employee’s participation in decision making and organization productivity
which is the essence of this research project work.
1.2
BACKGROUND TO THE STUDY
Participation
management is the practice of empowering employees to participate in
organizational decision making. This research grew out of the human relations
governance in the 1920s and is based on some of the principles discovered by
scholars doing research in management and organizational studies, such as the
Hawthorne effect (Dunlop, 1958). While senior managers still retain final
decision making authority when participatory management is practiced, employees
are encouraged to voice their opinions
about their working conditions in a safe environment protected from the
potential defensiveness of the middle managers who they might criticize (Imaga,
1994).
According
to Adu-Amankwah and Kester (1999) in the 1990s, participatory management was
revived in a different form through advocacy of organizational learning
practices, particularly by clients and students. There ares some criticism of
participatory management particularly because of the difficulty of combining
this practice with a more financially oriented approach to restructuring that
may require downsizing. Above all, employee’s participation indecision making
can be beneficial to any company in many ways such as improving commitment,
productivity, morale and increasing internal resources and teamwork.
Apparently,
when employees are involved in making decisions, they gain professional and
personal stake in the organization and its overall success. This commitment leads
to increased productivity as employees are actively participating in various
aspects of the company and wish to see their effort succeed overall. This is
not only beneficial to company growth but is also on the job training for
workers. Thus increased in responsibility that expanded employees’ skills sets,
preparing them for additional responsibility in the future (Kester, Zammut and
Gold, 2002).
Noah
(2006) posited that actively engaging workers in the decision – making process
increased overall company morale. Many companies have a distinct separation of
power between management and workers; however active employee involvement
lowers that gap in the lines of communication between supervisors and
employees. As a functioning participant in the decision-making process,
employees understand their ideas are an important contribution to the company,
and give them the power to influence the out-come of their work, leading to
increased job satisfaction and a positive attitude, not only toward their
position but also to the company itself.
In
addition, using employees in the decision-making process, rather than out –
sourcing, saves money and also affects organizational productivity positively
when they are willing and committed to organizational goals. Willingness and
commitment can be exhibited by employees towards their job if they are involved
in decision making and participating in the affairs of the organization (Agwu
and Olele, 2014).
Employee’s
participation in decision making has been widely recommended as means of
improving the quality of work life. However, when considering employees
participation in decision making in the work place, one must differentiate
between two levels. The first is horizontal participation – involves interaction
between teams, co-workers, or peers. The second is vertical participation
(direct and indirect) – involves interaction with one’s superiors. Both types
of participation are important components of the quality of work life. An
organization which encourages both types will allow decision making at the
lowest feasible at hierarchical level.
In
short to achieve organizational productivity, employee’s participation in
decision making is imperative, if employees have this role to play as he/she
performed better in organizations. The main purpose of this study is to
investigate the workers participation in decision making and its impact on organizational
productivity. Organizations should focused more on employee participation in
decision making, as this will increase job satisfaction and a positive
attitude, not only toward their position but also to the company itself.
1.3 STATEMENT OF THE PROBLEM
Theoretically,
employees’ participation in decision making is assumed to increased commitment of
the work force, thus leading to improved productivity. There are popular belief
that employees participation in decision making assures industrial harmony by creating
sense of ownership among employees, thereby leading to sustainable industrial
relationship between employers and employees. It is against this backdrop that
we carry out an empirical study on the theoretical proposition of the
relationship between employee’s participation in decision making and employee’s
commitment to the company’s mission and vision and its impact on organizational
productivity. This work is to find out the extent of convergence or divergence
between theory and practice in Abuja Municipal Area Council.
1.4 OBJECTIVES OF THE STUDY
The
purpose of this is to investigate the workers participation in decision making
and its impacts organizational productivity. The specific objectives of the
study are:
1. To determine the extent of the
relationship between decision making of employees’ commitment and whether it increased employees productivity
in Abuja Municipal Area Council
(AMAC).
2. To determine the extent of the
relationship between employees participation in decision making and organizational productivity.
3. To determine the challenges facing
employees participation in decision making
within Abuja Municipal Area
Council (AMAC).
4. To make suggestions for managerial
policy implications in the light of the funding
of the study.
1.5 RESEARCH QUESTIONS
In
this study, attempt will be made to provide answers to the following questions;
i.
Does any significant relationship
exist between employees participation in decision
making and increased employees commitment in Abuja Municipal Area Council.
ii. Does any significant relationship exist
between employees’ participation in decision
making and increased organizational productivity?
iii. What are the challenges facing employees’
participation in decision making within Abuja
Municipal Area Council (AMAC)?
iv. What are the available incentives
provided by the employers to support employee commitment
on decision making AMAC?
1.6 STATEMENT OF THE HYPOTHESIS
In
order to justify the purpose of the study and make answers available to the
question raised, the following three hypotheses are formulated:
Hypothesis one:
Ho: There is no significant relationship
between employees’ participation in decision
making and increased employees
commitment in Abuja Municipal Area
Council (AMAC).
H1: There is significant relationship between
employees’ participation in decision making and increased employees commitment in Abuja Municipal Area Council
(AMAC).
Hypothesis Two:
Ho: There
is no significant relationship between employees participation in decision making
and increased organizational productivity in Abuja Municipal Area Council (AMAC).
H1: There is significant relationship between
employees’ participation in decision making and increased organizational productivity in Abuja Municipal Area
Council (AMAC).
Hypothesis Three:
Ho: Employees participation in decision making
does not influence organizational productivity.
H1: Employees participation in decision
making does influence organizational productivity.
1.7 SIGNIFICANCE OF THE STUDY
This
study is an attempt to explore the relationship of human resource practice (employees’
participation), with organizational productivity. However, it is partly a new
subject for research in Nigeria. Looking towards all scholarly studies
completed in Nigeria, it was observed that there are insignificant research
works done on this subject matter and this has created a wide gap, which needed
to be filled up by the present and the near future human resource management
research scholars. Finally, it is to aid management of business organization
and firms to embrace this scheme to better their organizational productivity
and growth, also be able to meet the challenges of change in the future.
1.8 JUSTIFICATION OF THE STUDY
The
reason why the research is being conducted is to investigate the workers
participation in decision and its impact on organizational productivity using
Abuja Municipal Area Council (AMAC). The study is an empirical research of the
impact of participatory decision – making approach on workers commitment and
organizational productivity. This study is to explore the effect of this
approach since the demand and call for private enterprises is considered a
great source of organizational productivity better.
In
addition, this study is extremely important in the light of current Nigeria’s
government drive to revamp Nigerian economy by encouraging local production;
private business creation and economy diversification development policy.
Moreover,
the study will provide recommendations on how to ensure employees participation
in decision – making for better and improved commitment to organization
productivity, human resources development and the achievement of organizational
goals.
1.9 SCOPE
OF THE STUDY
The
study investigates the employee’s participation in decision making and its
impact on organizational productivity using Abuja Municipal Area Council (AMAC)
as a study. The study basically is found out the extent of convergence or
divergences between theory and practice in the drive to achieving
organizational productivity.
1.10 DEFINITION OF TERMS
i. Decision
Making: It is cognitive process resulting in the selection
of a belief or a course of action among several alternative
possibilities.
ii. Commitment:
The state or quality of being dedicated to a cause or activity.
iii. Productivity:
This is a measure of the efficiency of production, that is of production’s capability
to create income, which is measured by the formula of real output value minus real input value.
iv. Management:
This is made up of top and middle level management. Top management includes
shareholders, boards of directors and managing director
while the middle management
includes heads of department, managers,
deputy and assistant managers.
v. Top
Management: This is management paradigm in which
decision starts from highest echelon to the lowest echelon of an
organization, the participation of employees in decision making extremely or does not exist.
vi. Bottom-up
management: This is modern management paradigm in
which decision making starts
from the lowest echelon to the highest echelon of the organization. This encourages brainstorming between the management
and the employees before decisions
are taken on a particular issues where an sentiment industries democracy
vii: Performance: This is about employee
input-output measured relationship. Performance
is employee productivity.
viii: Motivation: This describes the level of desire
workers feel to perform, regardless of the
level of joy or happiness.
xi: Human
Capital: This refers to the skills, knowledge and experience
possessed by an individual,
this formed the terms of terms of value or cost to an organization.
REFERENCES
Adu-
Amankwah, .K. and Kaster, G. eds (1999). How to make democratic participation
a success: An African Trade Union Challenge Rotterdam: Textua.
Agwu,
M. and Olele, J. (2014) Management practices Lagos: Link books Publication.
Dunlop,
J. (1958). Industrial Relations System. New York: Holt.
Imaga,
E.U. (1994)Industrial Democracy in the Third World: A case study of Nigeria and India, New Delhi South
Asian Publishers.
Noah,
Y. (2006) Managing Business Environment in Nigeria, Lagos: AK printing Company.
No comments:
Post a Comment