THE IMPACT OF EMPLOYEES PARTICIPATION IN DECISION MAKING AND ORGANISATIONAL PRODUCTIVITY

THE IMPACT OF EMPLOYEES PARTICIPATION IN DECISION MAKING AND ORGANISATIONAL PRODUCTIVITY (A CASE STUDY OF ANAMMCO COMPANY ENUGU)

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ABSTRACT

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.

 

 

TABLE OF CONTENTS

CHAPTER ONE:

  • 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

  • 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

  • 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

 

 

  • Method of data collection
  • Method of data analysis

References

 

CHAPTER FOUR

  • Data Presentation and Analysis

4.1     Presentation and Analysis of Data

4.2     Testing of Hypothesis

4.3     Summary of Results

References

 

CHAPTER FIVE

  • 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

 

CHAPTER ONE

 

 

  • 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     STATEMENTOF 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

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