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THE IMPACT OF EMPLOYEE PARTICIPATION IN DECISION MAKING AND ORGANIZATIONAL PRODUCTIVITY

 (A CASE STUDY OF ANAMMCO, ENUGU.)

 

ABSTRACT

In centralized organizations, employees are not allowed to participate in decision – making. This is because, it is feared that they are not competent and as a result will not contribute meaningfully in decision making of the organization.

The essence of the project research is to assess the  impact of employee participation in ANAMMCO, Enugu and to ascertain the impact of employee participation or non-participation in management decision on productivity of the organization.

The study was designed with descriptive survey method and library techniques and also questionnaire interview and library materials were used in collecting data. A test retest techniques was used in testing for reliability of the instrument.

Research questions were posed and the understated hypothesis tested with chi-square method – management staff makes decision without pre and post discussion and consultations with employees. Management of ANAMMCO do not change decision when rejected by employees.

However, it was concluded accordingly:- the management staff make decision with pre and post decision and consultations with employees ANAMMCO changed decisions when they are rejected by employees.

 

.TABLE OF CONTENTS

CHAPTER ONE

1.0     Introduction                                                                            1

1. Background of the study                                                         1
2. Statement of problem                                                    3
3. Purpose of the study                                                      4
4. Scope of the study                                                                   4
5. Research question                                                                   4
6. Research hypothesis                                                      5       
7. Significance of study                                                      6
8. Limitation of the study                                                  6
9. Definition of terms                                                                  7

References                                                                      8

CHAPTER TWO

2.0     Review of related literature                                            9

1. The concept of participation                                          9
2. Factors that influence participation                               14
3. Prerequisites for participation                                       17
4. Forms of employee participation                                   21
5. Different needs for participation                                    35
6. Views expressed concerning participation                     37
7. Constraints to participation                                          40
8. Arguments for participation                                          43
9. Arguments against participation                                             44

References                                                                      47

CHAPTER THREE

1. Research design and methodology                                 50

3.1     Research design                                                             50

1. Area of the study                                                           50
2. Population of the study                                                 51
3. Sample and sampling procedure                                    52
4. Instrument for data collection                                        56
5. Validation of the instrument                                          57
6. Reliability of the instrument                                          58
7. Method of data collection                                              58
8. Method of data analysis                                                59

References                                                                      61

CHAPTER FOUR

1. Data presentation and analysis                                               62

4.1     presentation and analysis of data                                  62

1. Testing of hypothesis                                                    79
2. Summary of results                                                       83

References                                                                      84

CHAPTER FIVE

1. Discussion, recommendation and conclusion                          85

5.1     Discussions of results/findings                                                85

1. Conclusion                                                                     88
2. Implication (s) of results/findings                                  89
3. Recommendations                                                                   90
4. Suggestions for further research                                              93

Bibliography                                                                  95

Appendix i                                                                     99

Appendix ii                                                                             100

         

LIST OF TABLE

1. Do management staffs make decision without pre 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 with managers………

5.       Divisions of Respondent:……………………………………….

6.       Who makes majority decisions in the company:……………….

7.       Factors that are considered before an employee is involved

in decision making:…………………………………………….

8.       Description of level of employee participation in

decision-making:………………………………………………

1. Description of level of productivity when employees

are not involved in decision making:…………………………

10.     How often management staff delegate authority freely to

          subordinates:……………………………………………….

11.     The impact of inadequate employee participation in decision

          making on productivity:…………………………………..

12.     The impact of adequate employee participation in decision

          making on productivity:………………………………….

 

 

 

 

CHAPTER ONE

 

INTRODUCTION

1.1     BACKGROUND OF THE STUDY

It should be recanted that a decision is a choice where by a person forms a conclusion about a situation. Costello, 1. wand zalkind, S.S. (1963 P. 334), confined the term decision making, to a choice process, choosing one from among several possibilities, however, decision theory in Costello, T. w et al (1963, P 387)  largely considers decision asking the process of making a single choice among course of action at a particular point in time this depicts a course of behavior about what must be done or vice versa. Decision is however, the point at which plans, policies and objectives are translated into concrete actions. Planning engenders decisions guided by company policy and objectives, policies, procedures and programmes. The aim of decision making is to channel human behavior towards a future goal.

Decision-making is however, one of the most germane activities of management. It has been the preoccupation of all the management of multifarious organization ranging from small-scale organzation 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 the time now it will be done.

Traditionally, managers influence the ordinary employees and specifically, their immediate subordinates in the organization. This has resulted in managers making unnatural decision even in areas effecting their subordinates.

In Germany, around 1951, a low enacted which provides for code termination and requires labour membership in the supervisory hoard and executive committee of certain large corporations. However the participation of labour in decision making process resulted to relatively and peaceful labour management relations.

Additionally, the Japanese management uses decision making by consensus in which lower-level employees initiate the idea and submit it to the next higher-level unit it 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 research wishes to assess the impact of employee participation in decision making on organizational productivity in Nigerian public sector organizations, using ANAMMCO PLC as a case study.

 

1.    STATEMENT OF THE PROBLEM.

There has been lost of controversy as to whether an employee should participate in managerial decision making or not. Some writers argued that employees should contribute in making decision more especially 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 mal- organization. They maintained that, qualified, reasonably, honest and company oriented individuals are not available at these lower organizational levels. But, the big question is, qualified individuals really available? All these underlay the need for an investigation study.

 

 

1.    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 Plc.

The specific objective are:-

1. To assess the impact of employee participation in management decision – making ANAMMCO Plc.
2. To ascertain the impact of employee participation or non-participation in management decision on productivity of the organization.
3. To make recommendations based on the research findings.

 

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