The title of this study is to examine the relationship between
employee’s participation in decision making on organizational
performance. The specific objective of study is to include, to identify
the extent employees participate in the study organization. To examine the
impact of employees participation on organizational performance and to
highlight some of the factor effecting workers participation in the decision
making. Research questions were acquired and hypothesis formulated to help
derive the study. The two major sources of data were used but the
questionnaire is the most extensively used instrument. The study was
essentially survey design. The population of the study was 240 and a
sample size of 150 was derived using the Taro Yamane formula. The data
collected were analyzed using tables and percentages while the hypotheses were
tested using the chi-square statistical tool. The findings arrived at
include, the relationship between employee’s participation in decision making
lead to a sense of belonging and create cooperation and unity in the
organizational productivity. Employees’ participation in decision making
positively affect their morale and enhances productive efficiency in the
organization. The level of education guarantees workers participation in
decision making process. Based on these findings, the following
recommendations were made the level of education gives rooms to workers participation
and also create cooperation, unity, and increase their morale and efficiency in
job performance. The organization should device or creates a more
conductive environment where their employees can participate in some delicate
decision to be made like conference, seminars, and workshops.
CHAPTER ONE: INTRODUCTION
1.1 Background of the Study
1.2 Statement of Problem
1.3 Purpose of the Study
1.4 Significance of the Study
1.5 Research Question/Hypothesis
1.6 Theoretical foundation of the study
1.7 Scope of the study
1.8 Limitation of the study
1.9 Definition of Terms
CHAPTER TWO: LITERATURE REVIEW
2.1 Theoretical Framework
CHAPTER THREE: RESEARCH DESIGN AD
3.1 Research Design
3.2 Sources of Data
3.3 Location of the Study
3.4 Population of the Study
3.5 Determination of Sample
3.6 Sampling Techniques
3.7 Method of Data
.8 Method of Data
3.9 Validity and Reliability
CHAPTER FOUR: DATA PRESENTATION ANALYSIS
4.1 Data Presentation
4.2 Analysis of Data
4.3 Testing of Hypothesis
4.4 Interpretation of Results
CHAPTER FIVE: SUMMARY OF FINDINGS,
5.1 Summary of Findings
5.4 Suggest for Further
1.1 Background OF the Study
The theory, the management of people is not different from the
management of other success of organizations. In practice, what makes it
different is the nature of the resources, people. One set of perspective views
the human being as potentially a creative and complex resource whose behavior
is influenced by many diverse factors originating from either the individual or
the surrounding environment. Organizational behavior theorists, for
example, suggest that the behaviouar and performance of the human resource is a
function of at least four variables: ability, motivation, role perception and
situational contingencies. Another set of perspective emphasizes the
problematic nature of employment relations. (Watson, 1986). The
human resource differ from other resource the employer uses, partly because
individuals are endowed with varying levels of ability (including aptitudes,
skills and knowledge), with personality traits, gender, role perception and
differences in experiences, and partly as a result of differences in motivation
In order words, employees differ from other resources because of their ability
to evaluate and to question management’s actions and their commitment and their
co-operative always has to be won. In consequences, employees need to be
courted, motivated and encouraged not only to discharge their responsibilities
but to do it well. This is mostly achieved through employee
involvement and participation.
A modern forward-looking business does not keep its employees in the dark about
vital decisions affecting them. It trusts them and involves them in
decision making at all levels. “Command and control” is no longer an
adequate model. A more open and collaborative framework will exploit the
talents of all employees (Hewitt, 2002). Employees must be involved if
they are to understand the need for creativity and if they are to be committed
to changing their behavior at work, in new and improved ways (Singh, 2009,
Kingir and Mesci, 2010). Employee’s involvement in decision making serves
to create a sense of belonging among the workers as well as congenial
environment in which both the management and the workers voluntarily contribute
to healthy industrial relations (Noah, 2008).
According to Blaim (1992) since employee participation in decision making in
the organization one of the motivational measure that employees appreciate and
influence them positively is when they are given chance of belonging through
involved them in decision making in the organizational productivity.
Agwu Akpala (1990) management is characterized by getting thing done through
and with people this is the main task of management and then can only achieve
this through proper leading and motivational of the employees.
Employees on the other hand are individuals who are employed to work in an
organization like all human, they go to the workplace with emotion value
ethics, need which influence their attitude towards work and their overall
contribution or performance. Also according to theory X as postulated by
McGregor, human being have an inherent dislike for work and will avoid it if
they can. They therefore, must be motivated among other things to ensure that
they put forth adequate effort to achieve organizational goods.
Participative decision making is when employee are allowed to contribute their
opinion in matters that relates to them and their work in the organization.
However, cases abound where managers took unilateral decision even in cases
that concern the employees. This is because some managers seen their employees
as being in capable of contributing positively to decision making and therefore
should merely receive order and directive from them.
In modern management practices. This principles no longer popular. People have
come to realize that there is need for adequate representation of employees in
some management decision as it effects their welfare as well as their performance.
Druoker (19990 supported this with the concept of management by objective (MBO)
as defined by Odiame in Crurun and Unamakalia – MBO is a process
whereby superiors and subordinate managers of an organization jointly identify
its common goals, define each individuals major areas of responsibility in term
of the results expected of him or her and use these measures as a guide for
operating the unit and assessing the contribution of each of its members.
It is against this background that this study intends to investigate the
relationship between employee participation in decision making and its impact
on their productivity or performance in some selected private organization.
STATEMENT OF THE PROBLEM
Employees non participation in organizational decision making may lead to
low performance in an organization.
Non participation in decision making demoralize employees.
Employees non participation result to conflict between management and employees
and also lead to indifferent to the decision making reached by the
its impact on their productivity or performance in some selected
STATEMENT OF THE PROBLEM
Employees non participation in organizational decision making may lead to
low performance in an organization. Non participation in decision making
participation result to conflict between management and employees and also lead
to indifferent to the decision making reached by the organizational
OBJECTIVE OF THE STUDY
The major objective of the study is to examine the impact of employees
participation in decision making on organization performance.
However, the specific objectives include:
1. To what extent
do employees participate in the study organization?
2. How do employees
participation in organizational decision making affect
3. What are the
factor affecting workers participation in decision making?
1.5 RESEARCH HYPOTHESES
Ho: There is no relationship between employees
participation in decision making and organizational performance.
There is relationship between employees participation in decision making and
Ho: Workers participation in
decision making negatively affect their moral.
Workers participation in decision making positively affect their moral.
Ho; Level of education does not
guarantee workers participation in decision making.
Level of education guarantee workers participation in decision making.
SIGNIFICANCE OF THE STUDY
The significance of the study specifies the benefit of the
research, the beneficiaries and what, who ad how they would benefit. The study
will serve as literature for further studies especially for business
administration and other related studies. It helps to get data collection which
may lead to achieve a specific goals.
The study also intends to add to the body of knowledge by
highlighting different decision making techniques which can improve performance
SCOPE OF THE STUDY
The scope of this study is the impact of employees participation in decision
making on the performance of some selected organization in private sector like
Juhel Pharmacy, Innoson Nigeria Limited Company, and Roban Stores Enugu.
DEFINITION OF TERMS
The definition of some relevant term in this study will aid the understanding
of the study. This is in accordance with the quote of a Greek philosophers
sayings that the beginning of any decision or argument lies in the
clarification or definition of the relevant term Aristotle In Iroegbu (2004)
a deliberate arrangement of people accomplish some specific purpose. (Robbin
and Coulter 2007).
work activities so that they are completed efficiently and effectively with and
through other people.
organized person’s employed to work in an organization. (Davis 2001). An employees
is some one hired by an employer under a contract of employment of performance
work on a regular basis.
the act of taking part in an activity or event. It also a style of managing in
which the supervisor gives the direction but decision is made by consensus (Eke
2008) participation as a management style was adopted in 1961 by Renis Likert
of the University of Michigan.
Employees participation: Is a
special form of delegation which the subordinate gain greater control, greater
freedom of choice with respect to bridging the communication gap between the
management and the workers (Noah 2008) it also soliciting for the view of the
employees in decision making process.
Decision making: Is
the process of selecting the alterative course of action from available
alternative in order to achieve a given objective.
Organizational performance: is
the level of productivity on organization experience in the course of carrying
out its functions and activities.
the attainment of predetermined goal. It also away of doing the right thing.
is an organization ability to transform input into output at the lowest
possible cost (Ewulum and Unamaka 2002). It is also the rate of good which a
company or worker produces and the amount produced compared with time work and
money is need to produce them. So, it is a measure of the work efficiency of an
individual work unit or entire organization.
TERMS AND CONDITIONS APPLY
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